Prescriptive Approach
-Assumes that groups need more than a general understanding of problem-solving
-Introduces structure into the group problem-solving process
-This approach lists specific guidelines
"Do's and Don'ts
Reflective Thinking (3)
-From John Dewey's 1910 book: "How We Think"
-A series of logical, rational steps
-Based on the scientific method of:
defining
analyzing
solving a problem
Reflective Thinking Steps (6)
-Identify and define the problem
-Analyze the problem
-Determine criteria
-Generate possible solutions
-Select the best solution or combination of solutions
-Test and implement the solution
Structure and Groups
-Structure is:
Organization, arrangement, format, rules
-All groups do not function in the same way
-The group process is messy
-Without structure, groups and teams have more procedural problems
Structure and Groups
-Any method of providing structure is better than no structure at all
-Group members have short attention spans
-Groups are uncertain about the task and the relationship aspects
-The more unstructured the problem, the more the group will benefit from stru
Research Suggests: During unstructured discussions
-Groups take more time to deliberate; interaction is inefficient and often off-task
-Members tend to focus on solutions rather than analyzing issues
-Groups often jump at the first solution offered
-Members hop from one idea or proposal to the next withou
Structure and Interaction
-There must be a balance of both in group discussion
-Structure:
How group discussion is organized (rules & procedures)
-Interaction:
(give and take) The dialogue that occurs during group discussion
Step 1: Identify and define the problem
-What is the specific problem?
Scope? Size? Elements?
-What obstacles exist?
-What is the question the group is trying to answer?
-What terms, concepts, or ideas need to be defined?
-Who is harmed by the problem?
-When do the harmful effects of the proble
Tools to define the problem (3)
-Is/Is not analysis
Are you investigating the problem or a symptom of the problem?
-Journalist's six questions
Who, what, when, where, why, & how?
-Pareto chart
Step 2: Analyze the problem
-What is the history of the problem?
-How serious is it?
-What are the causes? Effects?
Symptoms
-What is currently being done?
-What has been done in the past?
-What are the limitations of these methods?
-How much freedom do we have to gather information
Tools for Analyzing the problem (2)
-Force Field Analysis
Identify "Driving" and "Restraining" forces
-Cause and Effect
Relationship between causes and effects
Cause and effect diagram (fishbone)
-What are the relationships between the causes and the probable effects?
-We usually use a fishbone diagram when we are trying to get to the root cause of a problem, which has many possible causes.
Analyzing the problem: How to establish criteria
-Criteria are goals or standards for an acceptable solution
-What outcomes are we after?
-How will we know when we are through?
-What criteria/standards are most important?
-Least important?
-"A feasible solution should/will...
Step 3: Generate possible solutions: Brainstorming
-Do not do this too early
-Make sure you have completed Steps 1 and 2 in detail
Step 4: Select the best solution or combination of solutions
-What are the advantages of each solution?
-What are the disadvantages of each?
-Do the disadvantages outweigh the advantages?
-Would the solution really solve the problem?
-Does the solution meet the criteria?
-Should the criteria be modified?
-Can the p
Tools for Evaluating the Solutions (2)
-T- chart
Analyze the pros and cons
-Average rankings and ratings
Works best with no more than 5-7 solutions
Rank the top 5
Step 5: Test and implement the solution
-How can we get the approval or support needed?
-What steps are necessary?
Take a systematic approach
-Develop a plan of action to implement the plan
-Check with experts
-Test the decision on small groups of people or conduct a pilot test
-How can we eval
Tools for implementing the solution (2)
-Action Chart
Lists tasks to be done and who is responsible for each task
-Flow chart (p. 278)
Step by step diagram of a multistep process
Tips for How to Use Reflective Thinking
-Clearly identify the problem
-Phrase the problem as a question
-Don't solve before analyzing
-Don't confuse causes with symptoms
-Constantly evaluate your group's methods
-Appoint one or more members to be "Vigilant Thinkers
Choosing a Specific Technique
-Listen and determine what the group needs
-If the group is confused or stuck, introduce structure
-If the group is flowing, use less structure
Group problem solving: 5 key elements
1. identify and define the problem
2. analyze the problem
3. identify possible solutions
4. select the best solution
5. implement the solution
Dewey's key questions
1. what is the felt difficulty or concern?
2. where is it located and how is it defined?
3. what are possible solutions to the felt difficulty?
4. what are logical reasons that support the solutions
5. where additional testing and observation need to be d
The purpose of group agenda
help keep the discussion on track, not to stifle group interaction or consciousness raising
What researchers have discovered with little to no structure:
-the group takes more time to deliberate; interaction is inefficient and often off task
-group members prematurely focus on solutions rather than analyzing issues
-the group often jumps at first solution mentioned
-group members hop from one idea or propo
Any method of structuring group problem solving
is better than no method at all
Is/Is not analysis
a way to ensure that a group is, in fact, investigating a problem and not just a symptom of the problem
Journalists six questions
-Who
-What
-Where
-When
-Why
-How
Pareto Charts
-bar graph that shows data that describe the cause, source or frequency of a problem.
-tallest bars on the left and shortest bars on the right
Pareto Principle
the source of the 80% of the problem comes from 20% of the incidents
Force-Field Analysis
-Kurt Lewin (father of group dynamics)
-to use force-field analysis a group needs to have a clear statement of its goal
Force-Field Analysis Steps:
1: identify the goal, or target the group is trying to achieve
2: on the right side of the chart list all the current restraining forces
3: on the left side of the chart list all the current driving forces that help achieve the goal
4:the group can now de
In trying to apply reflective thinking to group problem solving, consider the following suggestions:
1. Take time to reflect on the procedures the group is using and how group members are interacting.
2. Clearly identify the problems you are trying to solve.
3. Phrase the problem as a question to help guide group discussion.
4. Do not suggest solutions u
Ideal-solution format:
Groups answer questions designed to help them identify ideal solutions. (More general)
Ideal-solution format: Questions
1. Do all member agree on the nature of the problem?
2. What would be the ideal solution from the point of view of all parties involved in the problem?
3. What conditions within the problem could be changed so that the ideal solution might be achieved?
4.
Single-question format:
poses a series of questions designed to guide the group toward a best solution. (More specific)
Single-question format: Questions
1. What question does the group need to answer in order to accomplish its purpose?
2. What subquestions must be answered before the group can answer the single question it has formulated?
3. Does the group have sufficient information to answer the subques