compare and contrast the conditions under which these two coordination mechanisms can govern interdependences among agents effectively and efficiently. Since employees’ acceptance of a particular decision has greater significance in organizational setting, it is usually imperative for the management to include group of employees in decision making process. This essay outlines distinctive techniques of group decision making and negotiation. It compares and contrasts conditions where the group decision making properties govern independences among the agents.
Group decision making is a process by which members in a group interact and collaborate to reach a collective decision. Since no single individual is held accountable for any bad decision, group decision making produces a diffusion of responsibility among group members. It also generates more complete information and knowledge (Lunenburg and Ornstein, 2007, p. 169). It offers increased diversified views and greater acceptance of solutions among people who are concerned about the decision.
Different forms of group decision making occur in interacting groups in which members of a group interact face to face and they communicate verbally and non-verbally to reach a final decision. Brainstorming, Nominal group and Delphi are the major three properties of group decision making.
Brainstorming, that has been first developed by Alex Osborn fifty years ago (Lunenburg and Ornstein, 2007, p. 169) is a method for creatively encouraging alternatives while withholding criticism for solving a specific problem. It starts by group leader’s problem statement in a way that all the members can understand the basic problem and think freely about various alternatives that they can put forward for solving the issue (Robbins and Judge, 2011, p. 299). Brainstorming method encourages criticism because it brings creativity. Members included in the group are motivated to bring up with varying ideas for solving the problem by reducing critical and judgmental reactions to ideas.