ngt final premidtrm

8/8/2019 NGT Final Premidtrm

http://slidepdf.com/reader/full/ngt-final-premidtrm 1/15

PRESENTATION ON

PRESENTED BY

SIDDHARTH MISHRA

ROL.NO.: 10DM010

PROGRAM: PGDM-A



C ONTENTS

INTRODUCTIONDECISION MAKING PROCESS

GROUP DECISION-ADVT./DISADVT.VARIOUS GROUP DECISION TECH.NOMINAL GROUP DECISION TECH.ADVANTAGE & DISADVANTAGECONCLUSIONREFERENCE



INTRODU C TION

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



Decision-Making Process

Define the Problem

Identify C riteria

Gather and Evaluate Data

Decisions: C hoices of actions

from among multiple feasiblealternatives

Define the problem ± Gaps between where we are

today and where we would liketo be tomorrow

Identify the criteria ± What information is needed in

order to evaluate alternatives?Gather and evaluate data ± C ollect information relevant to

the criteria and potentialalternativesAdapted from Exhibit 10-1: The Decision-Making Process



Decision-Making ProcessDefine the Problem

Identify C riteria

Gather and Evaluate Data

List and Evaluate Alternatives

Select Best Alternative

Implement and Follow Up

List and evaluate alternatives ± Develop a complete list of

possible solutions to theproblem (few constraints)

± Assess each alternative using

each criterion from step 2Select best alternative ± C hoose the one which satisfies

the criteria the bestImplement and follow up ± Monitor the results

Decisions: C hoices of actionsfrom among multiple feasible

alternatives

Adapted from Exhibit 10-1: The Decision-Making Process



Group decisions:advantages and disadvantages

+ Pooling of resourcesmore information andknowledgegenerates more

alternatives+ Several stakeholders

involvedincreases acceptanceincreases legitimacy

- Time consuming

- Ambiguous responsibility- Problems with group workMinority dominationUnequal participation



DIFFERENT GROUP DE C ISION MAKING

Diversity-basedInfighting

Risky Shift

Devil¶s Advocacy

DialecticalInquiryDelphi

Technique

Nominal GroupTechnique

Brainstorming

Groupthink

C ommonInformation Bias

GroupDecisionMaking

Adapted from Exhibit 10-3: Group Decision-Making Phenomena²Pitfalls and Techniques



Nominal group technique (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



Nominal group technique (2/4)

Step 1: Silent generation of ideasThe leader presents questions to the groupIndividual responses in written format (5 min)

Group work not allowedStep 2: Recorded round-robin listing of ideas

Each 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



Nominal group technique (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



ADVANTAGE-DISADVANTAGE

Best for small group meetings:Fact findingIdea generationSearch of problem or solution

Not suitable for :Routine businessBargaining

Problems with predetermined outcomesSettings where consensus is required



C OC LUSION

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



REFEREN C E

Helsinki University of TechnologySystems Analysis Laboratory

( http://www.eLearning.sal.hut.fi )http://www.wikipedia.com

ngt final premidtrm

Documents