Group Communication and Problem-Solving Effectiveness: An Investigation of Group Phases

Abstract

The present study sought to determine whether "successful" problem-solving groups can be distinguished from "unsuccessful" problem-solving groups on the basis of the phases that characterize their problem-solving discussion. The results, while based on a limited sample of nine groups, provide strong evidence to indicate that no single uniform sequence of phases is necessarily associated with either "successful" or "unsucessful" group problem-solving. Rather, the study found that both "successful" and "unsuccessful" groups take their own unique "paths" to solving their problems, perhaps depending on the conditions and circumstances present at critical points in the problem-solving process. Interestingly, however, while the study discovered that there are several different sequences of phases associated with both "successful" and "unsuccessful" group problem-solving, a comparison of those different sequences revealed one general difference. Specifically, it was discovered that "successful" groups tend to begin their discussion by attempting to analyze the problem before attempting to search for a viable solution to it, while "unsuccessful" groups tend to begin the discussion by immediately attempting to search for a viable solution to the problem before attempting to analyze the problem.

Asking Questions: A Sine Qua Non of Facilitation in Decision Support?

“…The chairperson may open the meeting by inviting each participant to state their preferred solutions, after which a discussion emerges on the rationale for each solution. Alternatively, the chairperson may propose to analyse the problem before going to solutions (see also Hirokawa 1983). In other words, the order in which the problem and solutions is discussed may vary.…”

Decision development in facilitated modelling workshops

“…The major tenet in group communication studies is that deviation from theoretical patterns of decision development signals problems or failure in a group, and there is some empirical evidence that supports this. Hirokawa (1983Hirokawa ( , 1985 identifies clear differences in decision paths among effective and ineffective problemsolving groups. Effective groups engaged in problem analysis at the beginning of their sessions, solution discussion peaked in the middle, and evaluation peaked near the end (resembling a unitary sequence).…”

Quantifiable and objective approach to organizational performance enhancement.

“…Hirokawa (16) noted common phases that groups go through in problem solving: orientation, problem solving, conflict, and decision emergence. He compared small group decision processes in an open ended traffic control problem.…”