Group Problem Solving

1
Group Problem Solving
2
Group Decision Making

• All task groups must regularly make decisions.
• The basic decision making process is relatively
  simple (pp. 229-230).
• There are many ways to make a final group
  decision (pp. 230-231).
• Though NOT equally efficient, each is appropriate
  and potentially EFFECTIVE in different situations.

3
Group Problem Solving

• Necessary when decision making is complicated
  because...
• The question itself is particularly unclear,
  complex, abstract, etc.
• Alternatives are not determined, clear, or
  limited.
• There are obstacles to implementing possible
  alternatives.

4
What are the Barriers to Effective Problem
Solving?

• See the list on p. 234
• Which of these have been the greatest problems
  in your experience?

5
General Approaches to Problem Solving

• Descriptive Approach Answers the question, What
  happens during group problem solving?
• Example Interact System Model
• B. Aubrey Fisher, University of Utah (deceased)
• Orientation, conflict, emergence, reinforcement
  (or forming, storming, norming, performing)

6
General Approaches to Problem Solving

• Interact System Model A linear phase model.
• Other phase patterns (see p. 242)
• Spiraling through phases
• Punctuated equilibrium
• Multisequence model

7
General Approaches to Problem Solving

• Functional Approach Answers the question, What
  kinds of things should happen for effective group
  problem solving?
• Note list in text (pp. 243-246)
• Note research suggesting what functions are MOST
  vital to quality group performance.
• Are these the functions most student groups focus
  on accomplishing?
• Perhaps they set apart the best problem solving
  groups because so many groups simply fail to do
  them.

8
General Approaches to Problem Solving

• Prescriptive Approach Answers the question,
  "What things should happen in what order for
  effective group problem solving?

The Reflective Thinking Model
9
The Reflective Thinking Model

• Identify and define the problem
• Phrase the problem as a single, clear problem
  statement.
• Do not assume the problem is understood or is
  understood the same by all.
• Charles Kettering, famous transportation
  inventor, claimed, A problem well stated is a
  problem half solved.
• Consider and define all important terms in the
  problem statement.

10
The Reflective Thinking Model

• Analyze the problem
• Use appropriate strategies.
• Re-phrase problem statement if necessary based on
  analysis.
• Make sure you identify a clear list of criteria
  for acceptable solutions before moving on (see p.
  267).

11
The Reflective Thinking Model

• Generate possible solutions
• Be sure to avoid too much focus on obvious
  solutions.
• Keep the criteria list out of sight and out of
  mind!
• Use appropriate strategies.
• Brainstorming (preview on pp. 294-295).
• Have you ever REALLY done it?

12
The Reflective Thinking Model

• Select the best solution
• Bring out the criteria established in problem
  analysis step.
• Be sure to keep assessment based on the criteria.
• Use appropriate strategies (e.g., Pros and Cons,
  see p. 269).
• Remember that the best solution may be a
  combination of proposed solutions.

13
The Reflective Thinking Model

• Test and implement the solution
• How will the solution be carried out and by whom?
• How will you know if/how well the solution
  worked?
• Use appropriate strategies.
• Action Chart (p. 271).
• Flow Chart (p. 272).