BUS403: Negotiations and Conflict Management (2016.A.01)

Research does indicate that groups generate more ideas and make more accurate decisions on matters for which a known preferred solution exists, but they also operate more slowly than individuals. Under time pressure and other constraints, some group leaders exercise their power to make a decision unilaterally - alone - because they're willing to sacrifice a degree of accuracy for the sake of speed. Sometimes this behavior turns out to be wise; sometimes it doesn't.

Assuming that a group determines that it must reach a decision together on some matter, rather than deferring to the will of a single person, it can proceed according to several methods. Parker and Hoffman, place decision-making procedures in several categories. Here is a synthesis of their views of how decision-making can take place:

1. "A plop".
   
   A group may conduct a discussion in which members express views and identify alternatives but then reach no decision and take no action. When people go their own ways after such a "plop," things sometimes take care of themselves, and the lack of a decision causes no difficulties. On the other hand, if a group ignores or postpones a decision which really needs attention, its members may confront tougher decisions later - some of which may deal with problems brought about by not addressing a topic when it was at an early stage.
   
   
2. Delegation to an expert.
   
   A group may not be ready to make a decision at a given time, either because it lacks sufficient information or is experiencing unresolved conflict among members with differing views. In such a situation, the group may not want to simply drop the matter and move on. Instead, it may turn to one of its members who everyone feels has the expertise to choose wisely among the alternatives that the group is considering. The group can either ask the expert to come back later with a final proposal or simply allow the person to make the decision alone after having gathered whatever further information he or she feels is necessary.
   
   
3. Averaging.
   
   Group members may shift their individual stances regarding a question by "splitting the difference" to reach a "middle ground". This technique tends to work most easily if numbers are involved. For instance, a group trying to decide how much money to spend on a gift for a departing member might ask everyone for a preferred amount and agree to spend whatever is computed by averaging those amounts.
   
   
4. Voting.
   
   If you need to be quick and definitive in making a decision, voting is probably the best method. Everyone in mainstream American society is familiar with the process, for one thing, and its outcome is inherently clear and obvious. A majority vote requires that more than half of a group's members vote for a proposal, whereas a proposal subject to a two-thirds vote will not pass unless twice as many members show support as those who oppose it.
   
   Voting is essentially a win/lose activity. You can probably remember a time when you or someone else in a group composed part of a strong and passionate minority whose desires were thwarted because of the results of a vote. How much commitment did you feel to support the results of that vote?
   
   Voting does offer a quick and simple way to reach decisions, but it works better in some situations than in others. If the members of a group see no other way to overcome a deadlock, for instance, voting may make sense. Likewise, very large groups and those facing serious time constraints may see advantages to voting. Finally, the efficiency of voting is appealing when it comes to making routine or noncontroversial decisions that need only to be officially approved.
   
   
   
   
   
   
5. Consensus.
   
   In consensus decision-making, group members reach a resolution which all of the members can support as being acceptable as a means of accomplishing some mutual goal even though it may not be the preferred choice for everyone. In common use, "consensus" can range in meaning from unanimity to a simple majority vote. In public policy facilitation and multilateral international negotiations, however, the term refers to a general agreement reached after discussions and consultations, usually without voting".
   
   Consensus should not be confused with unanimity, which means only that no one has explicitly stated objections to a proposal or decision. Although unanimity can certainly convey an accurate perspective of a group's views at times, groupthink also often leads to unanimous decisions. Therefore, it's probably wise to be cautious when a group of diverse people seems to have formed a totally unified bloc with respect to choices among controversial alternatives.
   
   When a consensus decision is reached through full interchange of views and is then adopted in good faith by all parties to a discussion, it can energize and motivate a group. Besides avoiding the win/lose elements intrinsic to voting, it converts each member's investment in a decision into a stake in preserving and promoting the decision after it has been agreed upon.