Describe some of the group decision-making techniques.

Answers will vary. There are several group decision-making techniques: brainstorming, nominal group technique, devil's advocacy, dialectical inquiry, quality circles and quality teams, and self-managed teams.
(i)Brainstorming: Brainstorming is a good technique for generating alternatives. The idea behind brainstorming is to generate as many ideas as possible, suspending evaluation until all of the ideas have been suggested. Participants are encouraged to build on the suggestions of others, and imagination is emphasized.
(ii)Nominal group technique: A structured approach to decision making that focuses on generating alternatives and choosing one is called nominal group technique (NGT), which involves the following discrete steps:
· Individuals silently list their ideas.
· Ideas are written on a chart one at a time until all ideas are listed.
· Discussion is permitted but only to clarify the ideas. No criticism is allowed.
· A written vote is taken.
NGT is a good technique to use when group members fear criticism from others.
(iii)Devil's advocacy: In the devil's advocacy decision method, a group or individual is given the role of critic. This devil's advocate has the task of coming up with the potential problems of a proposed decision. By identifying potential pitfalls in advance, organizations can often avoid costly mistakes in decision making.
(iv)Dialectical inquiry: Dialectical inquiry is essentially a debate between two opposing sets of recommendations. Although it sets up a conflict, it is a constructive approach because it brings out the benefits and limitations of both sets of ideas. However, when using this technique, it is important to guard against a win-lose attitude and to concentrate on reaching the most effective solution for all concerned.
(v)Making quality circles: A quality circle is a small group of employees who work voluntarily on company time, typically one hour per week, to address work-related problems such as quality control, cost reduction, production planning and techniques, and even product design. Quality circles also extend participative decision making into teams. Managers often listen to recommendations from quality circles and implement the suggestions. Involvement in the decision-making process is the primary reward.
(vi)Making quality teams: Quality teams are included in total quality management and other quality improvement efforts as part of a change in the organization's structure. Quality teams are generated from the top down and are empowered to act on their own recommendations. Whereas quality circles emphasize the generation of ideas, quality teams make data-based decisions about improving product and service quality. Various decision-making techniques are employed in quality teams. Brainstorming, flowcharts, and cause-and-effect diagrams help pinpoint problems that affect quality.
(vii)Making self-managed teams: Another group decision making method is the use of self-managed teams. The decision-making activities of self-managed teams are more broadly focused than those of quality circles and quality teams. Self-managed teams make many of the decisions that were once reserved for managers, such as work scheduling, job assignments, and staffing. Please see the section "The Group Decision-Making Process" for more information.