UCC 208: COMMUNICATION AND LEADERSHIP

SESSION 8

PROBLEM SOLVING AND DECISION MAKING IN GROUPS

❖ Most secondary groups exist to solve problems.

❖ Group members must be both creative and critical to arrive at the best solutions. Groups are
usually (but not always) better problem solvers than individuals, because several people can
provide more information than one person, can supply more resources, collectively have a
broader perspective, and can spot flaws in each other's reasoning.

❖ However, there are trade-offs. Group problem solving takes longer, and sometimes
personality, procedural, or social problems in a group make it difficult for members to work as
a team.

❖ Groups are particularly well suited for conjunctive tasks, where no one member has all the
necessary information but each member has some information to contribute. Individuals are
often better at disjunctive tasks, which require little coordination and can be completed by the
most skilled member working alone.

❖ Group problem solving is usually more effective when the process is systematic and organized
because a group that does not have an overall plan for decision making is more likely to make
a poor decision.

Definition

Problem solving is the process of moving from an undesirable present situation to a desirable goal
by overcoming obstacles to that goal . . . for example, if your organization is losing members (an
undesirable present situation), increasing membership may be your goal. You face certain
obstacles, such as lack of information about why members are quitting.
The problem-solving process is a comprehensive procedure with several steps, including assessing
the current situation, creating alternatives and evaluating them, selecting one or more, and
implementing them.

Decision making refers only to the act of choosing among options that already exist. The two
processes are related, however, because many decisions are made in the process of problem
solving. For example, a task force charged with designing a new campus union is a problem-
solving group, but a screening committee selecting the best site for the union from among several
preapproved sites is a decision-making group.

Group Problem solving

The problem-solving process involves thoughts, discussions, actions, and decisions that occur
from the first consideration of a problematic situation to the goal. The problems that groups face
are varied, but some common problems include budgeting funds, raising funds, planning events,
addressing customer or citizen complaints, creating or adapting products or services to fit needs,
supporting members, and raising awareness about issues or causes.
Problems of all sorts have three common components:
An undesirable situation. When conditions are desirable, there isn’t a problem.
A desired situation. Even though it may only be a vague idea, there is a drive to better the
undesirable situation. The vague idea may develop into a more precise goal that can be
achieved, although solutions are not yet generated.
Obstacles between undesirable and desirable situation. These are things that stand in
the way between the current situation and the group’s goal of addressing it. This component
of a problem requires the most work, and it is the part where decision making occurs. Some
examples of obstacles include limited funding, resources, personnel, time, or information.
Obstacles can also take the form of people who are working against the group, including
people resistant to change or people who disagree.

Discussion of these three elements of a problem helps the group tailor its problem-solving process,
as each problem will vary.
While these three general elements are present in each problem, the group should also address
specific characteristics of the problem.
Five common and important characteristics to consider are:
task difficulty, number of possible solutions, group member interest in problem, group member
familiarity with problem, and the need for solution acceptance
Task difficulty. Difficult tasks are also typically more complex. Groups should be prepared to
spend time researching and discussing a difficult and complex task in order to develop a shared
foundational knowledge.This typically requires individual work outside of the group and frequent
group meetings to share information.
Number of possible solutions- There are usually multiple ways to solve a problem or complete
a task, but some problems have more potential solutions than others.
Group member interest in problem-When group members are interested in the problem, they
will be more engaged with the problem solving process and invest in finding a quality solution.
Groups with high interest in and knowledge about the problem may want more freedom to develop
and implement solutions, while groups with low interest may prefer a leader who provides
structure and direction.
Group familiarity with problem- Some groups encounter a problem regularly, while other
problems are more unique or unexpected. Many groups that rely on funding have to revisit a budget
every year, and in recent years, groups have had to get more creative with budgets as funding has
been cut in nearly every sector.
When group members aren’t familiar with a problem, they will need to do background research on
what similar groups have done and may also need to bring in outside experts.
Need for solution acceptance- groups must consider how many people the decision will affect
and how much “buy-in” from others the group needs in order for their solution to be successfully
implemented.Some small groups have many stakeholders on whom the success of a solution
depends. Other groups are answerable only to themselves. Eg When a small group is planning on
building a new park in a crowded neighborhood or implementing a new policy in a large business,
it can be very difficult to develop solutions that will be accepted by all. In such cases, groups will
want to poll those who will be affected by the solution and may want to do a pilot implementation
to see how people react. Imposing an excellent solution that doesn’t have buy-in from stakeholders
can still lead to failure.
Group Problem solving process

❖ Using a systematic, problem-solving procedure helps ensure that addressing the essential
functions is not left to chance, so groups using systematic procedures are more likely to be
effective problem solvers.

❖ Systematic procedures also help groups tap into members’ critical thinking skills and
knowledge.

❖ Several models exist to help groups engage in systematic problem solving. Many of these
models are based on the reflective thinking model of philosopher John Dewey.

In this unit we look at one such models: A Procedural Model of Problem Solving (P-MOPS)

The 5 major Steps in P-MOPS

I. Problem description and analysis: "What is the nature of the problem facing the group?" The
group makes a thorough assessment of the problem, including what is unsatisfactory, what led to
the undesirable situation, what members ultimately desire, and what the obstacles to that goal
might be. Focusing on the problem before thinking about how to solve it is essential.

II. Generation and elaboration of possible solutions: "What might be done to solve the problem
we've described?" Having many ideas from which to choose makes it more likely that good ideas
are included among the choices.

III. Evaluation of possible solutions: "What are the probable benefits and possible negative
consequences of each proposed solution?" Once the problem has been thoroughly analyzed and
alternatives described, the group is ready to evaluate the alternatives. Pros and cons of each
solution must be explored. Every member must feel free to express opinions openly and honestly
if this step is to work optimally.

IV. Consensus decision: "What seems to be the best possible solution we can all support?” ? If a
decision emerges during evaluation of alternatives, the discussion leader should test for consensus
("We seem to be all agreed that our second option is the one we prefer.
V. Implementation of the solution chosen: "How will we put our decision into effect?" The final
step involves implementing the solution. That may mean planning how to present the final
recommendations to a parent organization (including deciding who will make the report and in
what form) or actually carrying out the plan developed (for example, buying the materials needed
and implementing the plan).

The Procedural Model of Problem Solving (P-MOPS) presented above is designed to help groups
engage in critical thinking by keeping problem-solving discussions orderly so the group is less
likely to omit an important step in the problem-solving process. In addition, it can be modified for
a number of different kinds of problems.

P-MOPS helps ensure that a group meets its critical thinking function, which is one of the main
jobs of group problem solving.

Another important aspect of group problem solving is creativity. Brainstorming, described in the
next section, is often used in conjunction with P-MOPS, especially during step II, to help spark
group creativity. Encouraging Group Creativity

One of the most important jobs a leader has is to encourage group creativity. One procedure that
encourages creativity is brainstorming, a technique originated in the advertising industry to help
develop imaginative advertising campaigns.

Decision Making in Groups

We all engage in personal decision making daily, and we all know that some decisions are more
difficult than others. When we make decisions in groups, we face some challenges that we do not
face in our personal decision making, but we also stand to benefit from some advantages of group
decision making.
Group decision making also takes more time than individual decisions and can be burdensome if
some group members do not do their assigned work, divert the group with selfcentered or
unproductive role behaviors, or miss meetings.
TECHNIQUES FOR EFFECTIVE DECISION MAKING
Brainstorming before decision making- Before groups can make a decision; they need to
generate possible solutions to their problem. The most commonly used method is brainstorming.
Four rules must be followed for the brainstorming technique to be effective:
1. Evaluation of ideas is forbidden.
2. Wild and crazy ideas are encouraged.
3. Quantity of ideas, not quality, is the goal.
4. New combinations of ideas presented are encouraged

Discussion before decision

This technique guides decision making through a four-step process that includes idea generation
and evaluation and seeks to elicit equal contributions from all group members. This method is
useful because the procedure involves all group members systematically, which fixes the problem
of uneven participation during discussions. Since everyone contributes to the discussion, this
method can also help reduce instances of social loafing
Influences on Decision Making
Many factors influence the decision-making process. For example, how might a group’s
independence or access to resources affect the decisions they make?
What potential advantages and disadvantages come with decisions made by groups that are more
or less similar in terms of personality and cultural identities?
In this section, we will explore how situational, personality, and cultural influences affect decision
making in groups.
Situational Influences on Decision Making

❖ A group’s situational context affects decision making.

❖ One key situational element is the degree of freedom that the group has to make its own
decisions, secure its own resources, and initiate its own actions.

❖ Some groups have to go through multiple approval processes before they can do anything,
while others are self-directed, self-governing, and self-sustaining.
 ❖ Another situational influence is uncertainty;In general, groups deal with more uncertainty
in decision making than do individuals because of the increased number of variables that
comes with adding more people to a situation.

❖ Individual group members can’t know what other group members are thinking, whether or
not they are doing their work, and how committed they are to the group. So the size of a
group is a powerful situational influence, as it adds to uncertainty and complicates
communication.

❖ Access to information also influences a group. First, the nature of the group’s task or
problem affects its ability to get information. Group members can more easily make
decisions about a problem when other groups have similarly experienced it.Second, the
group must have access to flows of information. Access to archives, electronic databases,
and individuals with relevant experience is necessary to obtain any relevant information
about similar problems or to do research on a new or unique problem. In this regard, group
members’ formal and information network connections also become important situational
influences.

❖ The origin and urgency of a problem are also situational factors that influence decision
making.

Personality influences on decision making

A long-studied typology of value orientations that affect decision making consists of the following
types of decision maker: the economic, the aesthetic, the theoretical, the social, the political, and
the religious.Eduard Spranger, Types of Men (New York: Steckert, 1928).
The economic decision maker makes decisions based on what is practical and useful.
The aesthetic decision maker makes decisions based on form and harmony, desiring a
solution that is elegant and in sync with the surroundings.
The theoretical decision maker wants to discover the truth through rationality.
The social decision maker emphasizes the personal impact of a decision and sympathizes
with those who may be affected by it.
The political decision maker is interested in power and influence and views people and/or
property as divided into groups that have different value.
 The religious decision maker seeks to identify with a larger purpose, works to unify others
under that goal, and commits to a viewpoint, often denying one side and being dedicated
to the other.

Cultural Context and Decision Making

Just like neighborhoods, schools, and countries, small groups vary in terms of their degree
of similarity and difference.
Some small groups are more homogenous, meaning the members are more similar, and
some are more heterogeneous, meaning the members are more different.
Diversity and difference within groups has advantages and disadvantages.
In terms of advantages, research finds that, in general, groups that are culturally
heterogeneous have better overall performance than more homogenous groups
The main disadvantage of heterogeneous groups is the possibility for conflict, but given
that all groups experience conflict, this isn’t solely due to the presence of diversity
Leadership decision making styles

 Leader decides

 Leader consults individuals

 Leader consults the group

 Leader acts as a facilitator for the group

 Leader delegates decision to the group

The role of communication in leadership

The importance of communication to leader’s effectiveness cannot be understated because of the

role that it plays in human interactions, business and many areas of life.

Communication is not easy to define yet scholars have not agreed on a universal definition.

Communication can be defined as:

- a two-way process that involves both speaking and listening, and also checking for

understanding Baldoni (2003)

- According to Hackman and Johnson (2013) communication is about creating and manipulating

symbols

- Hackman and Johnson (2013) says that there are five principles of communication and this

distinct from each other; which are;

a) communication is not a thing, it is a process.

b) It is dynamic and ever-changing,

c) communication is not linear, it’s circular;

d) communication is complex and it involves more than just one person sending a message,

e) communication is irreversible

Leadership on the other hand refers to the science and art of connecting people, materiel and
processes to achieve
desired outcomes.
Because effective leadership depends so much on effective communication, the relationship
between the two is nearly absolute. When communication styles match or are compatible,
leadership and outcomes are hugely enhanced. When they are not, leadership becomes a constant
behind-the-wave struggle.

❖ Clear messages are the essential foundation for connecting people to achieve common
outcomes, even when people may have differing communication preferences.

❖ persuasive, flexible communication becomes the toolbox for all leaders who face the challenge
of maximizing the production of their teams. Think of a powerful leader as a master
communicator; i.e., a leader/communicator.
What role does communication play in effective leadership?

Leaders are constantly communicating with their followers in many ways and without it there can

be no effective leadership.

i) Communication is important to a leader’s effectiveness because it permits feedback to be

given to either the leader or followers. Through communicating regularly, effective leaders are

able to develop, deliver and sustain their “leadership messages” Regular and frequent

communication of the leaders in good and bad times, “will improve organisational and

individual performance, get results and create a successful enterprise”

ii) communication aids in many ways including decision making and the understanding that goes

between the leader and followers. Leaders and followers exchange views and establish a

relationship. Through communication, ideas get openly and honestly exchanged between the

leader and followers

iii) Besides, communication is important in that it facilitates leaders in achieving their goals,

mission and vision. Leaders communicate all the time and do it willingly in order to convey

their goals, gain support for those goals, and demonstrate concern for all who follow them”

iv) When leaders communicate to followers, they create an influence over them, and this makes

them effective.

v) Communication is important for a leader’s effectiveness because leaders make choices on a

daily basis that require capacity to make decisions and take action. Leaders describe options

that the organization faces to make tough decisions and leaders are responsible for

communicating the reasons and results of decisions taken

vi) communication is both dynamic and ever changing process and it occurs between the source

and receiver or receiver and source when there is feedback that completes the communication
cycle. Communication therefore enables interaction between the leader, and followers.

Communication facilitates transmission and receiving of the message to leaders or followers.

Effective leaders are, therefore, effective communicators who exchange messages between

them in many ways.