Group Techniques

John A. CagleCalifornia State University, Fresno

Brainstorming

Problem presented with problem to solve (etc.)

Members generate as many solutions as possible without criticism.

Ideas are recorded for all to see as fast as possible.

Brainstorming has a time limit and ideas are evaluated at another time.

Brainstorming

Problem presented with problem to solve (etc.)

Members generate as many solutions as possible without criticism.

Ideas are recorded for all to see as fast as possible.

Brainstorming has a time limit and ideas are evaluated at another time.

Rules for Brainstorming

Criticism is ruled out. “Free-wheeling” is welcome. Quantity is wanted. Combination and improvement are sought.

Rules for Brainstorming

Criticism is ruled out. “Free-wheeling” is welcome. Quantity is wanted. Combination and improvement are sought.

Problem Census

Group seated in semi-circle facing chart. Explain purpose of technique. Ask each person round robin to present

one problem (or question, difficulty, etc.) Post each on board or chart as presented. Group votes on priorities. Each problem dealt with in turn.

Problem Census

Group seated in semi-circle facing chart. Explain purpose of technique. Ask each person round robin to present

one problem (or question, difficulty, etc.) Post each on board or chart as presented. Group votes on priorities. Each problem dealt with in turn.

Nominal Group Technique

Problem, situation, or question presented. Private generation of features or answers in

writing without discussion. Round robin sharing of ideas and recording

on board or chart.

Nominal Group Technique Members clarify the items but do not

evaluate. Group ranks items or votes on priorities. Discussion and then a decision is reached.

Nominal Group Technique

Problem, situation, or question presented. Private generation of features or answers in

writing without discussion. Round robin sharing of ideas and recording

on board or chart. Members clarify the items but do not

evaluate. Group ranks items or votes on priorities. Discussion and then a decision is reached.

Nominal Group Possible Alternative Steps

After initial ranking, the various proposals may be discussed and evaluated by the members.

Various proposals may be reviewed and combined or integrated where possible.

Rating scales or voting may be used in place of ranking.

The ranking procedure may be repeated until a convergence occurs.

Delphi Technique Technique done via mail, e-mail, FAX, etc. Leader suggests in writing problem or idea among

group. Individually members think and respond in writing

to Leader. Leader summarizes and circulates to members. Various iterations of process, including use of

ranking & rating scales, strive to evolve a consensus before a meeting.

Rational Management Technique Rational Management Technique attempts to guide a

group to a decision about possible solutions using explicit criteria.

Criteria are clearly identified: Absolute criteria are “musts” Relative criteria are “shoulds”

Possible solutions are clearly identified

Rational Management Technique 2

Each solution is checked against absolute criteria Each solution is rated on each criterion

Degree to which solution meets each criterion (5 completely thru 1 barely to 0 not-at-all)

Degree of importance of each criterion (3 almost a “must” to 1 marginal]

Relative criteria are quantified and results tabulated.

Rational Management TechniqueFaculty

involvement inCareer

Counseling

Web-basedCareer

Proposal

ComputerSystem Update

Must Benefitmajority ofstudents

Yes Yes Yes

Must $250,000limit

Yes Yes No

Must 1999-00 Yes Yes Yes

Should Upgradeunderfundedareas

Wt = 1 2 5

Should EmphasizeLiberal Arts

Wt = 2 5 2

Should Carry-overimpact

Wt = 3 5 5

2 5

10 4

15 15

27 24Total points =

Rational Management Technique 3

The solution which meets all absolute criteria and has the highest relative score is selected.

In real life, we must often accept the best of less than perfect solutions.

The real value of the Rational Management Technique is to shed light on the criteria the members of the group really use to evaluate the solutions.

Scheduling, Planning, and Budgeting

All tasks to be completed are listed. The date each must be completed by is listed. A person is assigned to complete each task. Resources needed are listed and source of the

resource is identified.

Scheduling, Planning, and Budgeting

A chart is made.

Task PersonAssigned

Date Due ResourcesNeeded

Obtain room Harold Nov 12 $250 for rent

Purchase food Thomas Dec 14 $125

Write and printinvitations

Kelly Nov 24 $20

PERT PERT deals with events rather than tasks An event is an action, activity, or occurrence Steps in creating PERT flowchart

First event Next events in sequence Interconnections with lines and arrows Continue until project completed

PERT Characteristics•The project consists of a well-defined collection of jobs or activities, which when completed mark the end of the project.

•The jobs may be started and stopped independently of each other, within a given sequence.

•The jobs are ordered, that is, they must be performed in technological sequence. (For example, the foundation of a school must be constructed before the walls are put in place.)

PERT Determination of the goal of implementing the decision Determine the events & activities Order the events & activities in the best way Determine the time of each activity or event Divide the activities & events into smaller units Allocate priorities to each activity & event Determine resources (personnel, finances, & facilities) for

each activity & event Arrange a diagram specifying the flow of activities & events

Strategic Planning Where are we now? Where do we want to be? What do we have to do to get there? How do we monitor our progress?

Leadership Strategies, Inc.http://www.leadstrat.com/stradesc.htm

Where are we now?

What are we doing well and why? What aren’t we doing well and why? What are our services/products, who are our customers, and

what are their expectations? How well are we doing with respect to

Meeting our past objectives? Meeting our customers’ expectations? Addressing the competition? Meeting the needs of our internal people?

What have been our past barriers to success?

MISSION

GUIDINGPRINCIPLES

GOALS OBJECTIVES

CRITICALSUCCESSFACTORS

STRATEGIES

ACTIONPLANS

BARRIERS

Sample Strategic Plan

Where are we now?

Where do we want to be?

What do we have to do to get there?

How do we monitor our progress?

Project Management The top management must concur on the

following Technical objective to be achieved Assignments of the technical team Approval of a preliminary budget Approval of a preliminary schedule Identification and approval of a project

modification process

Common elements of a project plan

Project overview = Mission Statement of goals and objectives Project management approach:

technical objectives, performance & responsibility, approach to communication

Project schedules Project cost control procedures Identification of potential problems Project budget Evaluation procedures