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Group decision-making (also known as collaborative decision-making or collective decision-making) is a situation faced when individuals collectively make a choice from the alternatives before them. The decision is then no longer attributable to any single individual who is a member of the group.
The nominal group technique (NGT) is a group process involving problem identification, solution generation, and decision-making. [1] It can be used in groups of many sizes, who want to make their decision quickly, as by a vote, but want everyone's opinions taken into account (as opposed to traditional voting, where only the largest group is considered). [2]
The theory contains 14 propositions [6] as a core. Of those, the first half focuses on the influence of input on the process of decision-making. Here Oetzel assumes that individual members of homogeneous groups activate either independent self-construals (such members emphasize the quality decision and are not primarily interested in relationships among members) or interdependent self ...
Participative decision-making occurs when an authority opens up the decision-making process to a group of people for a collaborative effort. Decision engineering uses a visual map of the decision-making process based on system dynamics and can be automated through a decision modeling tool, integrating big data , machine learning , and expert ...
Leader accepts any decision and does not try to force his or her idea. Decision accepted by the group is the final one. Vroom and Yetton formulated following seven questions on decision quality, commitment, problem information and decision acceptance, with which leaders can determine level of followers involvement in decision. Answer to the ...
In a participative decision-making process each team member has an opportunity to share their perspectives, voice their ideas and tap their skills to improve team effectiveness and efficiency. Participatory decision-making can have a wide array of organizational benefits. Researchers have found that PDM may positively impact the following:
While group leaders still retain final decision-making authority when participatory management is practiced, participants are encouraged to voice their opinions about their current environment. In the workplace, this concept is sometimes considered industrial democracy .
Choi and Kim [55] found that group identity traits such as believing in the group's moral superiority, were linked to less concurrence seeking, better decision-making, better team activities, and better team performance. This study also showed that the relationship between groupthink and defective decision making was insignificant.