How can you improve group decision-making?

Here are four things we recommend in our training: 1. Meet with individuals before the meeting so you can prepare more thoroughly. 2. If possible, limit the size of the team to a maximum of five. According to research, groups bigger than that reduce the chance of a unanimous decision by 50%. 2. Make it clear you are looking for a solution that considers each person's viewpoint and interests. 3. Get all the options on the table first before evaluating each according to pre-determined objective criteria. Too many times contributions are disqualified too early.

??? START: Ask all members of the team to explain in their own words what you believe the scope of the problem is in 60 seconds or less. ?? NEXT: Agree a group scope for the task or project ?? THEN: Brainstorm possible solutions ?? REMEMBER: In almost all cases ALL solutions to a problem will solve it. BUT ? Some may take longer ? Thank others ?? That's why it's important to establish the scope of a problem before selecting the best solution/s ?? FINALLY: Identify the skills required to solve the problem does your team have them?

Elevate all measures of enthusiasm for an idea. Sometimes, gut-hunches get ignored or discounted because they are more difficult to articulate. But we know that people make real decisions (purchases, services, selections) based on 'gut feelings' all the time. Our intuitions and feelings are just as valid (and oftentimes much more motivating) than our 'thoughts' or articulated opinions. Allow room for people to endorse or object based on their feelings or gut reactions. Doing so will give room for consensus to build, and validates reactions long enough for more actionable reflections to rise to the surface.

?? Depending on the implications of the decisions being made: ? A high level brainstorming exercise can help review the decision making process and highlight any challenges or resource issues. ? For a more complex decision you may still be in the requirements gathering stage, identifying what more information is needed to make a decision (research, data, external expertise etc) ??It may also become apparent that you require more options to make a decision about.

Adopt Regular Reflection Growth stems from introspection. Carve out moments, perhaps weekly, to reflect on your team's decision-making patterns. Pinpoint which choices felt overwhelming and which ones could be optimized or even bypassed. Regularly tweaking your team's decision-making strategies ensures a more streamlined approach over time. Continuous refinement is the way forward.

?? Depending on the decision required it's important to understand things like confirmation bias, group think, institutional thinking as well as expertise, experience, cultural diversity and inclusion. ?? It's important to have a clear idea of who the solution is for, as you ideate the offering. ?? Something can sound right in a conference room but land badly in the real world and visa versa. ? Data drives decisions - research works where guessing fails! ? Which doesn't mean innovation isn't acceptable, it simply means, test ideas IRL as echo chambers can create anomalies!

Perhaps one of the most valuable qualities of a leader is group-management. Make sure all minds are contributing. Whether that is setting up ground rules beforehand that limit extraverts from taking up disproportionate time sharing, or building in breaks to give people time to think quietly and assess emotional information (guts are important brains to listen to, too!), or setting up systems that encourage everyone to share while being respectful of different learning and speaking styles... it is so valuable to have a manager that facilitates broad participation. Even moments of discomfort and awkward silence can be profoundly productive. Don't let one or two voices dominate the process and disincentivize future sharing by others.

? Especially if your solution is leading edge, fail fast as they say...which put another way means test, adapt, evolve, test, adapt, evolve. ?? Building a feedback loop into all projects big or small is vital in this fast paced world!

Ultimately, a decision has to be made. Before a major decision, the collective group needs to assign the final decision maker. Often, it's the group's leader, but it must be understood that a decision will be made on a specific date. This gives clarity to the group.

?? Building on the previous answer time spend incorporating a feedback loop is vital. ? Identify what metrics matter ? Agree when you'll review them ? Audit fast, adapt faster AND most importantly double check your data & review with beginners mind, sometimes our assumptions about what something means needs to be discussed as the early stages of decision making. ? Things are not always how or why they seem especially in this fast paced world, culture, timing, distribution, price points, expectations, sales, marketing, seasons, Global events can all play a roll and unless factored in can skew the data!

Understanding WHEN group decision-making is appropriate and when alternative methods are more effective is crucial. Group decisions excel in situations where complexity demands diverse inputs or when achieving collective ownership is vital. However, urgent scenarios or time constraints, the necessity for specialized knowledge or expertise, and situations with a clear direction or established vision often favor decisions made by a leader or a smaller team aligned with predefined objectives.

Encourage team members to maintain a decision journal. This is where they document the rationale, process and outcomes of decisions. This will help in fostering accountability as they learn from past experiences. It also creates a valuable resource for future decision-making. Regularly revisiting the decision journal promotes continuous improvement and a more insightful reflection on the decision-making process.

Improving group decision-making necessitates structured steps. Define the problem and criteria collaboratively to set a clear direction. Encourage diverse perspectives while generating and evaluating alternatives to ensure a balanced approach. Seek feedback from varied sources to avoid biases. Choose the best solution considering feasibility and risks, and implement it diligently. Reflect on the process and outcomes, leveraging feedback for continual improvement. Group decisions thrive on a mix of perspectives and a systematic evaluation process for robust outcomes.