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DECISION MAKING

Decision Making is an integral part of the group process. Rational or sound decision
making is one of the primary function of groups. The following are several definition
of terms:
DECISION. A course of action purposely chosen from a set of alternatives to
achieve organizational objectives.

DECISION MAKING. The process of deciding about something important. It

involves the selection of a course of action from among two or more possible
alternatives in order to arrive at a solution for a given problem (Trewatha &
Newport).

DECISION MAKING PROCESS. Continuous and indispensable component of

managing any organization or group activities. Check and balance system that
keeps the organization growing both in linear and vertical directions.

Decision Making Techniques

1. INTERACTING GROUPS – typical groups, in which the members interact with each
other fate-to-face.

2. BRAINSTORMING – an idea-generation process that specifically encourages any

and all alternatives, while withholding any criticism of those alternatives.

3. NOMINAL GROUP TECHNIQUE – a group decision-making method in which

individual members meet face-to-face to pool their judgement in a systematic but
independent fashion.

4. ELECTRONIC MEETING – a meeting in which members interact on computers,

allowing for anonymity of comments and aggregation of votes.
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DECISION MAKING

Steps in Decision Making Process

1. Identify the decision – The first step in making the right decisions is recognizing
the problem or opportunity and deciding to address it. Determine why this decision
will make a difference to the recipients and the members.

2. Gather information – Next, its time to gather information so that you can make a
decision based on facts and data. This requires making a value judgment,
determining what information is relevant to the decision at hand, along with how you
can get it. Ask yourself what you need to know in order to make the right decision,
then actively seek out anyone who needs to be involved.

3. Identify Alternatives – once you have a clear understanding of the issue, it’s time
to identify the various solutions at your disposal. It’s likely that you have many
different options when its comes to making your decisions, so it is important to come
up with a range of options. This helps you determine which course of actions is the
best way to achieve your objective.

4. Weigh the evidence – In this step, you’ll need to evaluate for feasibility,
acceptability and desirability to know which alternative is best. Leaders need to be
able to weigh pros and cons, then select the option that has the highest chances of
success. It may be helpful to seek out a trusted second opinion to gain a new
perspective on the issue at hand.

5. Choose among alternatives – when it’s time to make your decision, be sure that
you understand the risks involved with your chosen route. You may also choose a
combination of alternatives now that you fully grasp all relevant information and
potential risks.

6. Take Action – Next, you’ll need to create a plan for implementation. This involves
identifying what resources are required and gaining support from the members and
other stakeholders. Getting other onboard with your decision is key component of
executing your plan effectively, so be prepared to address any questions or
concerns that may arise.

7. Review your decision – An often-overlooked but important step in the decision

making process is evaluating your decision for effectiveness. Ask yourself what you
did well and what can be improved next time.
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DECISION MAKING

Involvement in Process
1. The Plop - Here the group makes a decision by not making a decision. “Not to
decide – is to decide” Someone makes a suggestion, but it drops like a stone into a
pond, and no one pays any attention to it at all. If the person who made the
suggestion really felt enthusiastic about it, the fact that it was totally ignored could
make that person withdraw or resist later suggestions.

2. The One-Person Decision - This is quickly made, but later when the decider
depends on free or voluntary support from others to implement it, he may find
himself carrying it out alone.
Topic Jumping: One person can also prevent a group reaching a decision by
introducing a new point just as the group is ready to decide something. If the point is
relevant it should be allowed, though it should have been brought in earlier. If it is
not relevant, it should be recognized as a distraction or any attempt by one person to
control the group, and should not be allowed to prevent the group from making a
decision.

3. The Handclasp - One person makes a suggestion. Another says, “What a

marvelous idea!” and without further discussion, the matter is decided. These
decisions are more frequent than one thinks, and other pass unnoticed at the time
but resentment comes to the surface later.

4. The Clique - This decision is made by a small group who plan beforehand to get
their way. Because they are better organized than those who disagree, they are
often successful on the immediate issue but they bring a spirit of rivalry rather than
cooperation into the group.

5. Minority - These decisions are as consciously organized as those of the clique, but
a few powerful personalities dominate the group, often unconsciously and then later
they wonder why the other is apathetic.

6. Majority Vote - In big groups this is often the most effective way to make a
decision. However, one may lose the interest or the loyalty of the minority who
voted against a decision especially if they feel their point of view was not heard.

7. Silent Consensus - Some groups aim at unanimous decisions. These are good, if
genuine, but they are rarely achieved completely on important issues. Unanimous
agreement is sometimes assumed, when some members have not felt free to
disagree and have kept silent.
8. Consensus - This is an agreement, often involving compromise or the combination
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DECISION MAKING

of various possibilities, after all opinions have been heard. Disagreements and
minority viewpoints are discussed fully. It takes time and care to build a climate in
which all feel free to express themselves, but this method does built unity,
cooperation and commitment. It does not mean listening to people and then doing
what we were going to do in the first place. It means adapting to accommodate the
concern of all. It may take longer to make a decision this way, but it will often be
carried out more quickly and whole heartedly.

Difficulties in Decision Making

1. Fear of Consequences - The possible outcome of an impending decision may bring

division and disagreement.

2. Conflicting Loyalties - When one person is a member of a number of groups, this

frequently leads to divided loyalties about decisions.

3. Interpersonal Conflict - Personal differences occur which provokes feelings of

affection or dislike among members and which interfere with sound decision making.
Often another member who is not involved in the interpersonal conflict can bring the
real problem into the open.

4. Hidden Agenda - One person may try to get the group to make a certain decision,
which he wants for reasons which he will not share with the group.

5. Blundering Methods - A group may be so bound by rigid procedures that there is

little chance for a free expression of differences or a group may allow itself to
substitute personal opinions for adequate information. Or group may approach the
decision making process without testing for consensus.

6. Inadequate Leadership - A leader may hinder good decision making if he restricts

the expression of opinion or discussion on issues too soon. Leaders also may fail to
provide assistance in selecting appropriate methods for decision making or be
insensitive to the factors causing difficulty in the group.

7. Clash of Interest - Sometimes different groups or individuals within an organization

do have opposing interest.