Abstract
Traditional group meeting style in an organizational setting is a common platform for collaborative decision-making. This setting can be disruptive and fraught with bias, resulting in unhealthy conflict and failure to accomplish the goals of the meeting. The outcome of said meetings can offer false representation of support for a given decision. The author sought out to devise a new decision-making model that will attempt to remove unwanted bias from the decision-making process. Common attributes that result in bias include the lack of information and under time constraints, decisions made without enough background information and in a perceived limited time frame. The makeup of the organization meetings with supervisors, subordinates, mentors can create bias when votes are verbal, not anonymous. This paper explores problems with group decision-making and why the current method provides a false representation of support. Current methods for group decision making are defined and include the Naturalistic Decision-Making model, Multi-Attribute Utility Analysis, and Decision Analysis. The Nominal Group and Delphi techniques are explored as options available, but not successful in this situation. Based on the current models, techniques, and the needs of the organization meetings, a successful alternative to decision-making in a group environment is characterized and explained.
Highlights
This paper explores problems with group decision-making and why the current method provides a false representation of support
What will work best for the organization meeting setting are the following: The Nominal Group technique of writing the responses down on paper, the Delphi technique using questionnaires style and including those not physically present, and the Duncan Black method of ranking preference combined make up the optimal decision making model for this setting
Organization meetings based on the Naturalistic Decision Making Model (NDM), political or rational model using the interacting technique (Ven & Delbeqc, 1974) is not optimal for decision making
Summary
The purpose of this paper is to identify the need for and to introduce a new decision-making model that works within the confines of an organization’s meeting. Current decision-making models, techniques, and methods will be introduced. The application of current models to organization meetings, and why these models are ineffective, and lastly the dissection of the models, taking from them the successful parts that combined give us this new decision-making model. Alternatives are evaluated, and opinions are voiced by the meeting participants (Smith, 2003). The voting process can be done verbally, with a raised hand, or with paper and pen. The group is defined in this paper as a gathering of more than two individuals. Business meetings are typically comprised of people employed by the organization
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
