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Leadership: Group Decision-Making Case Paper
Companies rely on rational decision-making so stakeholders can take intelligent steps for profitability and value creation. With globalization on the rise, working individually is no more an option, and collaboration across business units asks for group decision-making (Hsieh et al., 2020). This paper explains the suitability of brainstorming, nominal group technique, and Delphi technique for group decision-making and their respective application to the given cases.
Case 1
Since the top management is often prone to conventional thinking, which could be a risk for the company as old methods are no longer feasible for retaining customers, the nominal group technique (NGT) would be suitable for this scenario. Top management members are extroverts, so they would be willing to speak in an open face-to-face meeting. However, NGT does not allow the other group members to fall victim to the pressures of high-status group members (Centers for Disease Control and Prevention, 2018; Sims, 2002, p. 208). They are free to put forward their ideas without hesitation, to which top management would have to listen. NGT would enable free conversations with an inflow of ideas needed to keep the customers with the company and shun old techniques that are no longer working to retain them. Top management would have no option but to listen to fresh perspectives without imposing pressure....…maximum, three hour-session, which is rare. Decisions come in a day, speedy enough to reach a consensus. If the problem is not complex, it might only take one hour to complete the session and find the best solution for which voting is done in the end. The maximum number of votes shows an agreement of the maximum number of people and is then taken as a go-ahead for the final decision. Hence, this technique is better for me and my company, where complex decisions get their solutions fast and are implemented quickly to get rapid results.
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