7 E1:HNIQUES OF GROUP DECISION-MAK/NG .

_ _
he techniques of group decision-ma · g include ~ amstorming,
·i) no · ue tNGT), (i · · delphi techn ~ ue, (iv) fishbowling
technique, and (v) consensus mapping tS"e"hnrque. These techniques are
discussed below :
(i) Brainstorming
Alex F. Osborn is credited with the development of the technique of
brailJ.sforming tor problem sQjving(!i involves a~ "' ~ pie, usually
~ n. sitting around table in a classroom setting, generating
ideas in the form of tree interactio e primary focus of the brainstorming
technique is more on ''g_energjjo.n,_af_ i.de.as", rather than on "evaluation of
a
i_geas". The rationale of'ffiis te6hnique 1s that 1f large number of ideas car:, be
will
generated._Jhen it is likely tbat :there be a unique and creative solution
~mong the_!!l: All -these ideas ·. blackbo so that everybod_X
c~ . r · a aod tty to improve upon them. ....3
The leader ot the group
defines and explains the nature of the blem t6 th u members ~nd the,
rule / e follo For ·example the proble m may be findin g a suitab.la
name for a new so drink or ~ eauty-ai . .!!.,_e four basic rules gf...brainstorm ing
are~ .
· · icism is allowed. V
(ii) Freewheeli · e wilder the idea the better it is.
It IS easier o jot down than to think up ideas.
(iii) Quantity is desirable.
,,.,.
(i~) Combination and improvements are sought from the members.
One session of brainstormin exercise may generate around 50 ideas.
Brainstormin is ver y us · ad vertisin a enc,es , a . e - orces,
governmental and no~-gqve~ mental organisations. The ideas are based on
spontaneous thinking and the atmosphere of the group is supporti~~ I~ n~
An idea generated by a member acts as a stimulus for generating idea~ b

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others. A brainstorming session may last 40 to 60 ,
'Brainstorming' suffers from the following limitations :
·

J,irlfis not effective when the problem i§ compleund vague.

~ Arran in the session is a time-consuming rocess.
(iii t is a costly technique ~ xperts from outside...are--iavited~
(iv) It might produce superflicial ideas or solutions.
(ii) Nominal Group Technique
This technique is used when high degre of innovation and ·
~o~io_n is ~equired. nomin oup exists i~ nam~ nly .as ~he ~em_bers
have minimal intera on b~fore producing a decision.([bis technique 1s highly
structured and contains the following steps :
/ Arou.~d six to ten participants are bro.ught together and~presented
with a problem .' ___ . .
.... . . . -- . •· - -- - . - . .

r hey develop solutions independently, often writing them on cards.

eir ide~s are shared with others in a structured form~t (e.g., a

--
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· round-robin process that ensures all members et the opportunity
to present their ideas). There is no discussion The ideas are ut on

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a biackboard or flip chart for all to see. ,
.
~~rief time is allotted so that questions can be asked-but only for
r cl rifications. t ·

. Group members individually designate tbeit.Qfeferences for the best

a lternatives by secret ballot. ..,..__
\._

~ Th~ group "decision" is announced. _- .

The nominal group technique has two principal advantages4i:'helps
overcom the negative effects of ower and status differences amon - roup
members · ere is no chance of domination by any member. It can be used to
explore o lems to -generate alternatives, or to evalu them. Its primary
disadvantage lies in its structured nature. which may limit creativity. The group
members may feel frustrated as they don't ·get any opportunity to benefit from
cross-fertilization of ideas.

(iii) Delphi Technique ·

G;__p;eh!_ technique was o.!!_ginally developed by Rand Corporation ~s
a method to system ·cally gather the judgments of experts for use m
developing fo~ casts. It is designed for groups that do not meet face to face.
For Instance, ~ produc pmen manager of a major toy manu ac u r
PJi ght use the Delphi technique to obtain the views of industry experts to
i orecas~ eve opments n e nam ic to mar t.
This technique involves four basic steps. Firstly, a panel of experts on"
the particular problem A hand Is drawn from both lnsi e an ou s, e the
organisation. Second! '~ h expert rs asKed to make anonymous predictiOQS
or forecasts. Thirdly, each ex ert is rovided com osite feedback of the ways
yarious experts have answered the probl;?. Lastly, each expert Is ree 0
change his opinion e b,asis of the fee -back) This proce d

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several times til onsensus ecision is reached.
The Delphi technique is used to :
·

et_ermine qr d~ lop a range of possible alternativgs ;

Explore or ex__Qpse underlying pees, 1mptiaos of informatjg.rl leading
to different judgments ;
Seek information which may generate a consensus on the part of
the respondent group ; .,,
Correlate informed judgments on a topic spanning a wide range of
discipJines ; and
(v)-- Educate the respondent group on th~ diverse and inter-related
aspects of the problem. 11
The Delphi technique is time consum!£1g, ~ t !!Je availability of computers
and ete tronic transmission (e-mails) of responses can speed up the Delphi
rocess -;Through their use, the interactive process of collecting input and
feeding ack group data can be greatly abbreviated. Thus,~ of advanced
iQ.formation technology has helped overcome the major limitation of the Delphi
e_roc~ -
(iv) Fishbowling Technique
This technique is a vari ·on of brainstormin proces6 ut is more
structured and focu group of experts (from six to i flt) _i$_seated
aroy_nd a circle, wit e cen re of the circle. One member of
t~ gro~p or t,he group leaqer is i, vited to sit in the centre chair anc1::give his
vjews abo11t the problem and his propos)tion of a solution. he other group
4
~ embers ca~ as~-~hii1f g~~stions t>0 tbere js 99 cross7t~!K- OncEr the .member
)!0he centre chair has f1mshed talking and his y1ew o is fully understood,
e s the centre chair and ·oins the group m the circle. hen e second
member js called 11pon to sit in he cent e chair an give ,s view in the light of
tlie views expressed earlier Tlie members can ask q11estioos to tha__centre
b!!,Sed upon the new j dea ' nted b the mem in the centre as well a s
t,he idea~ presented earlli![. Exe ange between the e chair and~ p
members continues nti e tum o each member to occupy the central chair
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 r;;;: the members work upon the same database, th9ugh their views oyer
the ~ t ern · r. After all the experts have pr~~ented their vie~ %
he centre chair he rou will discuss the various alternatives s ested a d
ultimateiyarriv~ at a consensus decision.
(v) Consensus. M ijppi!19Jechnique
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Cor;ts.ensus_rnappJng_tecb.n~s_u_sed
s,gveral task-forces or ~roject groups and is sui
esults from
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-dimensional, h,eve interconnected elements.
task rou has developed and evaluated a lis
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Consensus mapping technique of group decision-making tries to pool

..._._.the -iffi:!l'l'S-OAT'TPl':~,,w,,y-several task sub-groups to arrive at a decision. I he
fac1htators encourage participants to search for clusters and categories of
ideas. This search for structure includes the listing and discussion of alternative
clusters and categories by the sub-groups, and then generation of a single
classification cheme by group members working as a group or in pairs or
trios. Then he facilitators consolidate the_different schemes developed by
sub-groups into a re resentative scheme that acts as a 'strawman map' for
the tmtire gro'=!g Grou mem rs n ma iota
a mutuall~ acceptable soluti?n. his exercise is repeated unti t e \group as a
w e arrives at a sing e, solldated map and a final decisior\ based on
that. ,,, . -

QUALITY CIRCLES
~alj_ty circle is a wo~k-group of eig ht to ten empleyees anct
sµ ervisors who have a shared area of responsibility. The members of
the group meet regularly-ti',Ei~ally once a week on company time and on
company premises-to discuss their quality problems, investigate uses of c
ttre:::P@blem; recommend... solutions, and take cor . ctive actions. hey take
over the-,.esgon~!gility for solvin9 qualit problem They generate ana evaluate
tneYF own ieecihru;k. But management typically retains control over the final
cfecision regarding implememat,on of recommenae'a soluuons) oi__cours~ it is""'
nofpresumedJhat e.rnplovees inherently have this ability to analyse and
quality problems) Thereforn,._part of the quality circle concept includes teaching
participating e~ployees gr?,U~ communication skills., vari.£us quality strategies,
and measurement andproblem analysis techniques~ _____.---
. Some typical efforts in improving producl ion mett{ods and quality involve
reducing defects, scrap, rework, and downtime, which are expected to lead to
cost reduction as well as increased productivity. In addition, the circles intend
to focus attention on the self-development of workers and the improvement of
working conditions. Through this process, there is improvement of workers'
morale and motivation, stimuration of teamwork, and recognition of their
achievements. 13 . «, /.
c, 1~°"" ~ v, 1e,b
r
T~ tacboigue of guality circle has been refined over the years. It is now
followed to achieve the following objectives :
~verall _improvement of quality of products manufactured by the
enJerpnse.
2/fup rovement of production methods and productivity of the
. ~Jerprise. ··
.~ elf-development of the employees who take part in quality circles.
~ - E,!!fQPragen:ien~f inn~vative ideas amon9,_Jhe employees.
5 Building high morale of employees by deyeloping team-work in the
organisation. · - -===
tyci·r~I~-~-ha;e gained wide acceptance not only in Japan and U.S.A.,
but also in many other countries including India. The experience of the
organisations implementing quality circles has been encouraging. They have
been reported to have achieved the following advantages~
_j,/(Suality circles have proved to be 8:... valuable tool for inci:._eas!!lg
productivity. improving guality and reducing wastages. \---
2. Formation of quality circles in Japan and other countries has helped
in bringing out several innovations in -products and technology.
3. Quality circles help in the development of the participants as they
are encouraged to produce innovative ideas an\ find new ways to
improve product quality. .
4. Quality circles·facilitate spotting of employees with rowth otentia .
Su emp oyees can be groomed for higher positions in the
~ anisation.
/ ~ali~y circ!~~__provid~-oppor!!!nitie~ ~un_der~!~n~ing_a111or:,g
. th~ mem6ers. Th us, human relations m the organisation are
i!Jlprove_g. .
~ ualit circles create a . artici ative culture in the organisation. That
f'7 _, m ans every member 1s encourage o new ideas and
parlfc1 pate in quality im.e rovem articipation encourages
commitment of the employees in produ 1ng quality products. Through
quality circles, everyone becomes involved with the operation of
the company. Everyone from top to bottom works towards a single
goal, i.e., success through quality.