Group discussions bring a group of persons together to solve a difficult problem. The logic behind this reasoning is that more heads are better than one. However larger pools of knowledge are no guarantee of better outcomes. It may fall into group-think is being influenced by hierarchy, an instinct to prevent dissent, preserve harmony.
Misconceived expert opinions can distort group decision. Individual biases can spread across the group and influence the decisions taken. What is required is that they should have the right process to do so. There are seven simple strategies for more effective decision making.
Keep the group small when an important decision is to be taken.
Research suggests that large groups, of seven or more, are more likely to take biased decisions. the larger the group, the more the tendency to research in a way that is consistent with pre-existing information and beliefs. By keeping the group to five or less you reduce the negative effects while benefitting from multiple perspectives.
Choose a heterogeneous group
Various researches have shown that homogeneous groups tend to take biased decisions. teams that have counter views can effectively counter the counter biases. However, this depends on the context. When trying to complete a work that requires diverse skills and perspectives, heterogeneous groups would prove helpful. However, for repetitive work, requiring convergent thinking homogeneous groups tend to do better. As a leader one needs to understand the nature of the problem before forming a team.
Appoint a strategic dissenter
One way to counter the tendency to group-think is to appoint a person ho will act as a devil's advocate. The person will act as a counterforce to the group's consensus. Research shows that having such a person improves the quality of decisions taken by the group. For groups with more than seven members, appoint 2 devils' advocates to ensure that the sole dissenter is not isolated by the group.
Collect opinions independently
The collective knowledge of the group is useful only if used properly. To get the most out of the groups' diverse capabilities, collect opinions independently and individually before people share their thoughts in the group. team members an share their ideas anonymously in a shared document and ask the team to assess the proposed ideas. by doing this iterative process teams can avoid biases and groupthink.
Provide a safe space to speak up
If people are to share their opinions and engage in constructive dissent, they should speak up without fear of retribution. Encourage reflection on and discussion on divergent issues, opinions, and experiences in a respectful manner. There are three basic requirements to create a safe space
- focus feedback on the decision, not the individual
- express suggestion as an opinion, not decision.
- express feedback in a way to appreciate the individual
Don't rely too much on the experts
Experts can help groups make more informed decisions. But blind trust in experts may bias the outcome and distort it. Making these experts part of the group can tilt the team to their point of view and make overconfident decisions. So, invite experts to provide their opinions on a defined topic and make them informed outsiders in the group.
Share collective responsibility
It is often observed that one person selects the team members, organises agenda, communicates the decision. This often results in individual biases (organiser) that can influence the team. this can be countered by assigning different roles to different group members based on their expertise and comfort level. All members should feel accountable for the decision making process and final outcome.
The above steps are not a guarantee of a great decision. However the better the quality o decision-making process and interaction between group members, the better the chances of a successful outcome.
7 Strategies for Better Group Decision Making
by Torben Emmerling and Duncan Rooders
HBR 2020/09
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