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In a team setting, group decision-making methods coordinate and streamline the decision-making process. They aim to manage and leverage a group’s diverse perspectives, knowledge, and skills. Ultimately, the goal is for group members to reach a collective decision that is more effective and informed than what individuals would make on their own. Several steps are involved in these methods, such as identifying the problem, gathering information, generating ideas, discussing the ideas, making decisions, and implementing the solutions.

Research on these methods has been conducted in various fields, including business administration, psychology, and organizational behavior.

Brainstorming:

A method of finding a solution to a problem by encouraging free thinking and open expression. A standard group decision-making method involves developing many ideas to solve a particular problem, followed by a discussion to determine the most effective approach (Osborn, 2012).

Delphi Technique:

A structured process that includes questionnaires or rounds to gather information from experts. The technique involves several rounds of questionnaires answered by a group of experts. The facilitator summarizes each expert’s forecast and their reasoning after every round. After receiving feedback on their earlier answers, the experts revise them. The process is repeated once a consensus has been reached (Niederberger & Spranger, 2020).

Nominal Group Technique (NGT):

Method aimed at promoting equal participation by encouraging individual ideas before group discussion and decision-making. This technique involves each group member presenting their idea about resolving the problem. After ranking the ideas, the group votes until a consensus is reached. It combines the advantages of solitary and group ideation (Ven & Delbecq, 1974).

Stepladder Technique:

The process of generating ideas independently, then combining them into small teams allows for a diversity of thought and minimizes the influence of groupthink. A problem is presented to each member of the team one by one. Two members discuss the problem, and then a third member is added. Before hearing the previously discussed ideas, the third member presented their ideas. After all, members are added, a final decision will be reached (Stasser et al., 2000).

Multi voting:

Through voting, an extensive list of ideas or options can be narrowed down to a smaller list, ensuring that the most popular ideas are given the most attention. This method attempts to reduce the number of ideas on an extensive list to a smaller number of prioritized ones. Typically, the group members can vote on several items, with a weighted scheme allowing them to vote multiple times for items that are particularly important to them (Shura et al., 2010).

Decision-making methods vary depending on the specific situation, the size and nature of the group, the complexity of the decision, and the amount of time available.

Delphi Technique Vs. Stepladder Technique

The Delphi and Stepladder Technique are well-established methods for group decision-making, each with distinct processes and strengths.

Similarities:

The goal of achieving informed decisions:

The two methods leverage the group’s diverse perspectives and knowledge to make the best decision.

Structured process:

Using either method, you can prevent common group decision-making problems like groupthink or dominance by specific individuals through structured processes.

Progressive input:

There is a progressive gathering of input in both methods. A Delphi technique involves multiple rounds of questioning, each building on the previous. In contrast, a Stepladder technique involves adding new members one by one and exposing them to the prior discussion of the group.

Differences:

Group dynamics:

Asynchronous Delphi Techniques are usually conducted asynchronously and anonymously, which limits group dynamics such as conformity pressure. The Stepladder Technique relies on face-to-face interaction while controlling the introduction of information.

Expert involvement:

Delphi Technique involves experts in several questionnaires, with feedback provided at the end of each round. The advantage of expert knowledge makes it particularly suitable for complex problems. Stepladder Techniques, however, are suitable for use with any group of people, not necessarily experts, and focus more on introducing them and their ideas to the group.

Consensus:

Experts refine their inputs through several rounds until a consensus is reached using the Delphi Technique. While using the Stepladder Technique, you do not have to reach a consensus among all members to reach a joint decision.

Time consumption:

Using the Delphi Technique is more time-consuming than employing the Stepladder Technique, in which members are added incrementally.

The selection of a group decision-making method, whether the Delphi Technique, Stepladder Technique, or another approach, is contingent upon various factors. These include the specific context, the number of participants, the degree of disagreement among members, and the time allocated for reaching a decision. Furthermore, it is worth noting that these techniques are not mutually exclusive and, in some scenarios, can be effectively combined.

References

Niederberger, M., & Spranger, J. (2020). Delphi technique in health sciences: A map. Frontiers in Public Health, 8. https://doi.org/10.3389/fpubh.2020.00457

Osborn, A. (2012). Applied Imagination – Principles and Procedures of Creative Writing. Read Books Ltd.

Shura, R., Siders, R. A., & Dannefer, D. (2010). Culture change in long-term care: Participatory action research and the role of the resident. The Gerontologist, 51(2), 212–225. https://doi.org/10.1093/geront/gnq099

Stasser, G., Vaughan, S. I., & Stewart, D. D. (2000). Pooling unshared information: The benefits of knowing how access to information is distributed among group members. Organizational Behavior and Human Decision Processes, 82(1), 102–116. https://doi.org/10.1006/obhd.2000.2890

Ven, A., & Delbecq, A. L. (1974). The effectiveness of nominal, delphi, and interacting group decision making processes. Academy of Management Journal, 17(4), 605–621. https://doi.org/10.5465/255641