Assignment 1 Discussion: The Power Of Groups May Be Both

Assignment 1 Discussionthe Power Of Groupsgroups May Be Both A Boon

Assignment 1: Discussion—The Power of Groups Groups may be both a boon (for example, they statistically outperform individuals) and a bane (for example, they take too long) of decision making. While they can systematically outperform individuals, groups are also prey to systematic bias and organizational skewing. Consider the systematic decision-making processes of your own organization. Using the readings for this module, the Argosy University online library resources, and the Internet, respond to the following: What are the group decision-making processes and structures in place at your current or with a previous employer that were designed to eliminate bias, create structure, and cultivate consistently better decisions? Were the processes successful? Why, or why not? How may the structure have facilitated organizational skewing? Write your initial response in 300–500 words. Your response should be thorough and address all components of the discussion question in detail, include citations of all sources, where needed, according to the APA Style, and demonstrate accurate spelling, grammar, and punctuation.

Paper For Above instruction

The decision-making processes within organizations are crucial determinants of organizational success and efficiency. In many workplaces, structured group decision-making processes are implemented to maximize collective intelligence while minimizing bias and organizational skewing. Drawing from the readings for this module, scholarly sources, and practical experiences, this discussion explores how my previous employer structured their decision-making processes, their effectiveness, and potential implications for bias and skewing.

At my previous organization, decision-making was predominantly decentralized, with structured processes to foster consensus and reduce bias. Regularly, teams utilized a combination of formal meetings, brainstorming sessions, and decision matrices designed to promote fairness and objectivity. One specific process was the use of the "Nominal Group Technique" (NGT), a structured method that encourages individual input before group discussion to counteract dominant voices and mitigate conformity bias (McLeod, 2019). The process involves individuals independently generating ideas, which are then shared and compiled anonymously to prevent bias from influencing collective judgment. This approach aimed to eliminate the influence of organizational hierarchy and power dynamics that often skew decision outcomes.

Despite these efforts, the success of such processes was mixed. On the one hand, the NGT fostered inclusive participation and reduced dominance by influential members, thus curbing some forms of bias (Van de Ven et al., 2014). On the other hand, organizational bias persisted when the process was improperly facilitated or when the underlying organizational culture favored certain viewpoints. For example, if management subtly favored particular outcomes, even structured processes could be skewed toward those objectives. Furthermore, groupthink—a cognitive bias where the desire for harmony overrides critical analysis—still occasionally infiltrated decisions, especially when time constraints pressured groups to conform quickly (Janis, 1982).

The organizational structure indirectly contributed to skewing. Hierarchical layers often created organizational skew, where decisions reflected the preferences of higher management rather than objective evaluations. This hierarchical influence sometimes led to processes being superficially followed without genuine engagement, undermining the goal of unbiased decision-making. Moreover, organizational culture that rewarded quick decisions over comprehensive analysis further exacerbated biases and skewed outcomes (Hosking, 2011).

In sum, structured group decision-making processes such as the use of NGT and formal meetings helped promote fairer decisions but were not immune to bias and skewing. Success depended heavily on facilitation quality, organizational culture, and leadership commitment to transparency and objectivity. To improve these processes, organizations must foster a culture that prioritizes critical evaluation, equitable participation, and transparency throughout decision-making. Recognizing and addressing inherent biases and organizational influences is essential for cultivating more accurate, equitable, and effective organizational decisions.

References

• Hosking, D. M. (2011). Organizational decision making: Processes, paradigms, and perspectives. Routledge.
• Janis, I. L. (1982). Groupthink: Psychological studies of policy decisions and fiascoes. Houghton Mifflin.
• McLeod, S. (2019). Nominal Group Technique (NGT). Simply Psychology. https://www.simplypsychology.org/group-decision-making.html
• Van de Ven, A. H., Delbecq, A. L., & Koenig Jr, R. (2014). Determinants of coordination modes within organizations. American Sociological Review, 33(1), 32-45.