Project 3 (Exhibit # 7.2 A Rational Model of Group Decision Making)
Key Points
We’ve already learned that informations are distributed non-overlapping, overlapping or fully shared. This exhibit demonstrates what happens to those informations when they are being processed and integrated within teams towards quality decision-making. It shows the logical sequencing of events in four stages. Seemingly, the model follows the iterative scientific method wherein teams recognize problems and prepare on how they can possibly provide solutions to such problems. They do some background checks, collate adequate details, identify options and then choose among those alternatives presented. The teams come up with the most sensible decision, apply the decision and weigh it up.
Merits
The effort to increase the accuracy of decisions and to eliminate ludicrous consequences, as shown, enhanced the possibility of informed team decision-making. It shows that decisions does not come from an individual’s thought alone but are based upon unbias inputs from each team member. The model displays how the teams should work so that they can influence and manipulate their decision-making process in dynamic ways. The implicit message is that teams should convene so that they can effectively eradicate team inertia as decision-making processes urge each team member to speak up and express their thoughts, individuality and emotions. In retrospect, the model depicts on how teams should synergize and express their commitment to a decision in full group and thus increased the quality of the decision. Decision-making as a process and an outcome is established as well. Though this does not necessarily mean that teams should always agree, the point is that team should always aimed at decisions that are most acceptable to the group based on processed divergent standpoints. The true essence of consensus happens when the process gave veto power to individual team member but not making the majority ‘happy’ while the minority is ‘enforced’
Bibliography
Thompson, L. L. (2007). Making the Team: A Guide for Managers. (3rd ed.). Upper Saddle River, NJ: Prentice Hall.
Credit:ivythesis.typepad.com
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