Post on 09-Apr-2018
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PRESENTATION ON
PRESENTED BY
SIDDHARTH MISHRA
ROL.NO.: 10DM010
PROGRAM: PGDM-A
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CONTENTS
INTRODUCTIONGROUP DECISION-ADVT./DISADVT.
VARIOUS GROUP DECISION TECH.NOMINAL GROUP DECISION TECH.ADVANTAGE & DISADVANTAGE
CONCLUSIONREFERENCE
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INTRODU CTION
This technique was originallydeveloped by Delbecq,Van de Venand Gustafson in 1971, and hasbeen applied to adult educationprogram planning by Vedros .A nominal group technique is astructured process originallydeveloped as an organizationalplanning technique
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Group decisi on s:adva ntages a nd disadva ntages
+ Pooling of resourcesmore information andknowledgegenerates more
alternatives+ Several stakeholders
involvedincreases acceptanceincreases legitimacy
- Time consuming
- Ambiguous responsibility- Problems with group workMinority dominationUnequal participation
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DIFFERENT GROUP DE CISION MAKIN G
Dive r si ty-b asedInf igh ting
Risk y Shi ft
Devil¶s Adv ocac y
Dialec ticalInqu iryDel phi
Tech niqu e
Nom inal Group Tech niqu e
Br ains torm ing
Groupt hink
Common Inform a tion Bias
GroupDecisionMaking
Adapted from Exhibit 10-3: Group Decision-Making Phenomena²Pitfalls and Techniques
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Nom inal g roup tech niqu e (1/4)
Organised group meetings for problemidentification, problem solving, programplanning
Used to eliminate the problemsencountered in small group meetings
Balances interests
Increases participation2-3 hours sessions
6-12 members
Larger groups divided in subgroups
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Nom inal g roup tech niqu e (2/4)
Step 1: Silent generation of ideasThe leader presents questions to the groupIndividual responses in written format (5 min)
Group work not allowed
Step 2: Recorded round-robin listing of ideasEach member presents an idea in turnAll ideas are listed on a flip chart
Step 3: Brief discussion of ideas on the chartClarifies the ideas common understanding of theproblemMax 40 min
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Nom inal g roup tech niqu e (3/4)Step 4: Preliminary vote on priorities
Each member ranks 5 to 7 most important ideas from theflip chart and records them on separate cardsThe leader counts the votes on the cards and writes themon the chart
Step 5: Break
Step 6: Discussion of the vote
Examination of inconsistent voting patterns
Step 7: Final voteMore sophisticated voting procedures may be used here
Step 8: Listing and agreement on the prioritiseditems
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ADVANTA GE-DISADVANTA GE
Best for small group meetings:Fact findingIdea generationSearch of problem or solution
Not suitable for :Routine businessBargainingProblems with predetermined outcomesSettings where consensus is required
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CON CLUSION
Modification of NGT, undertaken by Bartunekand Murnighan , helps to deal with ill-structuredproblems.Normal ideas are generated and listed, followedby the facilitator questioning if the ideas arerelevant to the same problem. If not, the problemis said to be ill-structured, and the ideasgenerated are clustered into coherent groups.These clusters of ill-structured ideas are thentreated as problems in their own right, and the
NGT procedure is applied to them.Regular breaks are taken by the participants toensure that the group feels they are still workingon the original problem
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REFEREN CE
Helsinki University of TechnologySystems Analysis Laboratory
( http://www.eLearning.sal.hut.fi )http://www.wikipedia.com
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