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Make Group Problem Solving More Effective

When groups get together to brainstorm, they actually come up with fewer ideas than the individuals in that group would have come up with on their own. That’s why it’s important to think about group problem solving in two phases: divergence and convergence. Divergence happens when the group considers as many different potential solutions as possible. For […]

When groups get together to brainstorm, they actually come up with fewer ideas than the individuals in that group would have come up with on their own. That’s why it’s important to think about group problem solving in two phases: divergence  and  convergence . Divergence happens when the group considers as many different potential solutions as possible. For example, “How many different uses can you find for a brick?” Convergence happens when a large number of ideas are whittled down to a smaller set. For the best results, have people work alone when generating ideas. Then collect those ideas and send them around to the group. Allow the divergence to continue as group members individually build on the ideas of their colleagues. Give the resulting ideas to everyone and let the group get together to pick the best ones. This way everyone can offer solutions without being unduly influenced by others’ ideas.

Source: Adapted from “The Problem-Solving Process That Prevents Groupthink,” by Art Markman

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Group Problem Solving: A Comprehensive Approach in Decision-Making

In today's fast-paced and complex world, the ability to effectively solve problems as a group has become an essential skill. Whether you're working in a corporate setting, a non-profit organization, or an educational institution, group problem solving can help you tackle challenges more efficiently and effectively. In this comprehensive guide, we'll explore the key aspects of group problem solving, including its benefits, challenges, and best practices.

The Importance of Group Problem Solving

Group problem solving is a critical skill that can benefit individuals and organizations in many ways. Here are some of the key reasons why group problem solving is so important:

Diverse Perspectives

One of the biggest advantages of group problem solving is that it brings together a diverse range of perspectives and experiences. When you have multiple people working together to solve a problem, you can tap into a wider range of knowledge, skills, and ideas. This can lead to more creative and innovative solutions that might not have been possible with just one person working alone.

I remember a time when I was working on a project with a team of colleagues from different departments. We were tasked with finding a way to reduce costs while maintaining quality. At first, it seemed like an impossible task, but as we started brainstorming and sharing our ideas, we realized that we each had unique insights and experiences that could help us find a solution. By working together and leveraging our diverse perspectives, we were able to come up with a plan that not only reduced costs but also improved the overall quality of our product.

Increased Efficiency

Another benefit of group problem solving is that it can help you solve problems more efficiently. When you have multiple people working together, you can divide tasks and responsibilities, which can help you get things done faster. Additionally, group problem solving can help you avoid duplication of effort and ensure that everyone is working towards the same goal.

I once worked on a project where we had a tight deadline and a lot of work to do. Instead of trying to tackle everything on our own, we decided to divide the work among the team members based on their strengths and expertise. By working together and leveraging each other's skills, we were able to complete the project on time and with high quality.

Improved Decision Making

Group problem solving can also lead to better decision making. When you have multiple people involved in the decision-making process, you can consider a wider range of options and perspectives. This can help you make more informed and well-rounded decisions that take into account the needs and concerns of all stakeholders.

I remember a time when our team was trying to decide whether to launch a new product line. We had a lot of conflicting opinions and concerns, but by working together and considering all the different perspectives, we were able to make a decision that was in the best interest of the company and our customers.

Challenges of Group Problem Solving

While group problem solving can be incredibly beneficial, it's not without its challenges. Here are some of the common challenges that teams face when trying to solve problems together:

One of the biggest challenges of group problem solving is the risk of groupthink. Groupthink occurs when the desire for harmony and consensus within the group overrides critical thinking and individual opinions. This can lead to poor decision making and a lack of creativity.

To avoid groupthink, it's important to encourage open and honest communication within the group. Leaders should create an environment where everyone feels comfortable sharing their ideas and opinions, even if they differ from the majority. It's also important to actively seek out dissenting opinions and encourage constructive debate.

Lack of Participation

Another common challenge of group problem solving is lack of participation. Sometimes, certain members of the group may dominate the conversation, while others remain silent. This can lead to a lack of diverse perspectives and ideas, which can hinder the problem-solving process.

To encourage participation from all members of the group, leaders should create a safe and inclusive environment where everyone feels valued and heard. This may involve using facilitation techniques like round-robin discussions or small group breakouts to ensure that everyone has a chance to contribute.

Conflict is another common challenge that can arise during group problem solving. When people with different personalities, communication styles, and opinions come together, it's natural for disagreements to occur. However, if not managed properly, conflict can lead to a breakdown in communication and collaboration.

To manage conflict effectively, it's important to establish clear ground rules and expectations for behavior. Leaders should also model active listening and respectful communication, and encourage team members to do the same. When conflicts do arise, it's important to address them directly and work towards finding a mutually beneficial solution.

Best Practices for Effective Group Problem Solving

Now that we've explored some of the benefits and challenges of group problem solving, let's take a look at some best practices for making the most of this powerful tool.

Define the Problem Clearly

Before you start brainstorming solutions, it's important to clearly define the problem you're trying to solve. This may involve gathering data, analyzing the root causes of the problem, and identifying the key stakeholders involved.

I once worked on a project where we were trying to improve customer satisfaction, but we didn't have a clear understanding of what was causing the dissatisfaction in the first place. By taking the time to gather feedback from customers and analyze the data, we were able to identify the specific pain points that needed to be addressed. This helped us focus our problem-solving efforts and come up with more targeted solutions.

Encourage Diverse Perspectives

As we mentioned earlier, one of the biggest benefits of group problem solving is the ability to tap into diverse perspectives and ideas. To make the most of this benefit, it's important to actively encourage and seek out different viewpoints.

This may involve bringing in people from different departments or backgrounds, or using techniques like brainstorming or mind mapping to generate a wide range of ideas. It's also important to create an environment where everyone feels comfortable sharing their thoughts and opinions, even if they differ from the majority.

Use a Structured Problem-Solving Process

To ensure that your group problem-solving efforts are effective and efficient, it's important to use a structured problem-solving process. This may involve using tools like the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology or the Design Thinking process.

Using a structured process can help you stay focused and organized, and ensure that you're considering all the relevant factors and stakeholders involved. It can also help you track your progress and measure the effectiveness of your solutions over time.

Communicate Effectively

Effective communication is key to successful group problem solving. This involves not only sharing your own ideas and opinions, but also actively listening to others and seeking to understand their perspectives.

To communicate effectively, it's important to use clear and concise language, avoid jargon or technical terms that may be unfamiliar to others, and ask questions to clarify understanding. It's also important to be open to feedback and willing to adjust your communication style as needed to ensure that everyone is on the same page.

Celebrate Successes and Learn from Failures

Finally, it's important to celebrate your successes and learn from your failures. When your group successfully solves a problem or achieves a goal, take the time to acknowledge and celebrate your accomplishments. This can help build morale and motivation, and reinforce the value of collaboration and teamwork.

At the same time, it's important to view failures as opportunities for learning and growth. When something doesn't go as planned, take the time to analyze what went wrong and identify areas for improvement. Use this knowledge to inform your future problem-solving efforts and continue to refine your skills and processes over time.

Group problem solving is a powerful tool that can help individuals and organizations tackle complex challenges and achieve their goals more effectively. By bringing together diverse perspectives, increasing efficiency, and improving decision making, group problem solving can lead to more creative and innovative solutions that might not have been possible with just one person working alone.

Of course, group problem solving is not without its challenges, including the risk of groupthink, lack of participation, and conflict. However, by using best practices like defining the problem clearly, encouraging diverse perspectives, using a structured problem-solving process, communicating effectively, and celebrating successes and learning from failures, you can overcome these challenges and make the most of this valuable tool.

Whether you're a seasoned problem solver or just starting out, there are many resources available to help you improve your skills and knowledge in this area. From problem solving training programs to online certificate courses , there are plenty of opportunities to learn and grow as a problem solver.

So the next time you're faced with a complex challenge, don't go it alone. Bring together a diverse group of people, leverage their unique perspectives and experiences, and work together to find a solution that works for everyone. With the power of group problem solving on your side, there's no limit to what you can achieve.

What are the various styles and techniques incorporated in group problem-solving approaches in academic decision-making?

Group problem-solving in academia, styles in problem-solving.

Academic environments often nurture diverse approaches. Group problem-solving marks a pivotal aspect. Collectively, multiple perspectives unite, leading to enriched outcomes. Teams engage in brainstorming sessions initially. Here, participants voice concerns and ideas without judgment. An open forum encourages creative thinking, fostering a pool of varied solutions. A democratic style follows, where equal vote governs decision making. Consensus building serves as another approach. This requires alignment and agreement from all members.

The nominal group technique stands distinct. It introduces structure to discussions. Participants write down ideas independently. Group review of these concepts follows. Delphi method , aimed at consensus, involves experts who operate remotely. Several rounds of discussion refine ideas and elicit agreement. Complex academic decisions often warrant this method.

Affinity grouping surfaces as a technique to organize ideas. Similar concepts cluster, promoting clarity and focus.

Techniques in Execution

Implementing these styles demands meticulous techniques. Facilitation leads such efforts. A proficient facilitator guides discussions, maintains focus, and stimulates participation. Clear agenda setting matters greatly. It outlines the course of discussions and desired outcomes. Ensuring an inclusive environment requires active listening . Members must impartially acknowledge every contribution.

Regular feedback loops enhance effectiveness. Teams reflect on progress and realign their strategies.

Effective problem-solving embraces conflict resolution strategies . These include mediation and negotiation. Skills in these areas prevent stalemates and encourage progress.

Visualization tools often play an integral role. Diagrams and mind maps illuminate relationships and patterns.

Data-driven decision making in academia cannot be overstated. Quantitative and qualitative data inform choices, provided via surveys or institutional research.

Finally, reflection and evaluation cap the process. Assessing decisions against set goals ensures learning and improvement. Continual evaluation refines group problem-solving over time.

Academic decision-making blossoms with varied styles and techniques. Embracing these enriches the problem-solving process. It strikes a balance between collaborative creativity and structured analysis. Tailoring the approach to the problem in hand remains crucial. Schools invest in training to equip staff with necessary skills. The goal: effective, inclusive, and informed decisions that project academic institutions forward.

How does group problem-solving facilitate more comprehensive and robust solutions as compared to individual decision-making?

Group problem-solving: a multi-faceted approach.

In group problem-solving, a blend of perspectives emerges. Diverse viewpoints foster comprehensive analysis. They challenge individual biases and assumptions. This collaboration often unveils overlooked aspects of a problem.

Enhanced Creativity and Innovation

Ideation thrives in collaborative settings. Multiple brains generate more ideas than one. This brainstorming yields creative and innovative solutions. Each member brings a unique set of skills and experiences.

Error Minimization

Groups can catch errors an individual might miss. This process of checks and balances ensures robust solutions. Moreover, members hold each other accountable. As a result, the group maintains a high standard of accuracy.

Synergy in Decision-Making

Collaboration creates synergy. Together, members achieve more than they could alone. This synergy produces efficient and effective solutions. It is the hallmark of successful group problem-solving.

Increased Acceptance of Solutions

Group decisions often see higher acceptance rates. Why? Because members contribute to the solution. They are more likely to support outcomes they helped create. This buy-in is critical for implementation and success.

Resource Pooling

Groups pool resources and competencies. This union allows for more complex problem analysis. It enables tackling problems from various angles. Consequently, the solutions are usually more robust.

Skill Enhancement and Learning

Group problem-solving provides learning opportunities. Members learn from each other’s expertise. They refine their problem-solving skills. This continuous learning fosters a culture of improvement and innovation.

Morale Boost and Support

Groups offer moral support. They create a sense of belonging and community. Members facing tough problems benefit from shared experiences. This support boosts morale and motivation.

In conclusion, group problem-solving outshines solitary decision-making. It creates solutions that are innovative, well-vetted, and broadly supported. This advantage underscores the power of collaborative effort in confronting challenges.

Can group problem-solving ensure more transparent, inclusive, and democratic decision-making in academic settings?

Group problem-solving in academic settings.

Group problem-solving stands as an essential approach. It fosters transparency in decision-making. Participants come from diverse backgrounds. They bring unique perspectives. This inclusivity enriches the decision-making process.

The Essence of Transparency

Transparency implies openness. It conveys accountability. Everyone understands the reasoning behind decisions. This clarity reduces conflict potential. It promotes trust among stakeholders.

Group problem-solving lays bare all opinions. It allows no hidden agendas. Each participant voices concerns freely. They share thoughts without reservations. Thus, decisions reflect collective agreement.

Inclusivity: Expanding the Table

Inclusivity means wider representation. It values all voices equally. Traditionally underrepresented groups get a say. This policy enriches academic decision-making. It bridges the gap between different academic hierarchies.

Academicians, students, and staff participate together. They focus on common goals. The variety of insights leads to comprehensive solutions. Each member feels valued. This results in committed adherence to decisions.

Democratic Decision-Making

Democratic refers to equal say. It suggests shared power. Group problem-solving embodies this principle. Every participant votes on issues. Majorities help determine outcomes.

Debate and discussions proceed before decisions. They encourage participants to reconsider positions. Everyone grasps the rationales of differing views. The process ensures fair and balanced outcomes.

Implementing Group Problem-Solving

Structured Formats are vital. They guide the conversation. Facilitators ensure a smooth process. They help maintain focus and direction.

Respectful Dialogue is non-negotiable. Respect fosters a safe environment. Participants feel encouraged to contribute.

Challenges and Solutions

Challenges exist within group problem-solving. They include groupthink risks. Also, dominant voices can overshadow others. Mitigation strategies involve clear guidelines and strong facilitation.

- Rotate leadership roles.

- Use anonymous voting tools.

- Establish clear, accessible communication channels.

Group problem-solving can indeed ensure transparency, inclusivity, and democracy. It requires careful planning and an intentional approach. The rewards include better decision-making. Those decisions serve the academic community more effectively.

He is a content producer who specializes in blog content. He has a master's degree in business administration and he lives in the Netherlands.

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11 Engaging in Group Problem-Solving

Learning Objectives

• Discuss the common components and characteristics of problems
• Explain the five steps of the group problem-solving process

Although the steps of problem-solving and decision-making that we will discuss next may seem obvious, we often don’t think to or choose not to use them. Instead, we start working on a problem and later realize we are lost and have to backtrack. I’m sure we’ve all reached a point in a project or task and had the “OK, now what?” moment. I’ve recently taken up some carpentry projects as a functional hobby, and I have developed a great respect for the importance of advanced planning. It’s frustrating to get to a crucial point in building or fixing something only to realize that you have to unscrew a support board that you already screwed in, have to drive back to the hardware store to get something that you didn’t think to get earlier, or have to completely start over. In this section, we will discuss group problem-solving and important steps in the process.

Group Problem Solving

The  problem-solving process involves thoughts, discussions, actions, and decisions that occur from the first consideration of a problematic situation to the goal. The problems that groups face are varied, but some common problems include budgeting funds, raising funds, planning events, addressing customer or citizen complaints, creating or adapting products or services to fit needs, supporting members, and raising awareness about issues or causes.

According to Adams and Galanes (2009), problems of all sorts have three common components:

• An undesirable situation. When conditions are desirable, there isn’t a problem.
• The desired situation. Even though it may only be a vague idea, there is a drive to better the undesirable situation. The vague idea may develop into a more precise goal that can be achieved, although solutions are not yet generated.
• Obstacles between undesirable and desirable situations. These are things that stand in the way between the current situation and the group’s goal of addressing it. This component of a problem requires the most work, and it is the part where decision-making occurs. Some examples of obstacles include limited funding, resources, personnel, time, or information. Obstacles can also take the form of people who are working against the group, including people resistant to change or people who disagree.

Discussion of these three elements of a problem helps the group tailor its problem-solving process, as each problem will vary. While these three general elements are present in each problem, the group should also address specific characteristics of the problem. Five common and important characteristics to consider are task difficulty, the number of possible solutions, group member interest in the problem, group member familiarity with the problem, and the need for solution acceptance (Adams & Galanes, 2009).

• Task difficulty. Difficult tasks are also typically more complex. Groups should be prepared to spend time researching and discussing difficult and complex tasks to develop a shared foundational knowledge. This typically requires individual work outside of the group and frequent group meetings to share information.
• Number of possible solutions. There are usually multiple ways to solve a problem or complete a task, but some problems have more potential solutions than others. Figuring out how to prepare a beach house for an approaching hurricane is fairly complex and difficult, but there are still a limited number of things to do—for example, taping and boarding up windows; turning off water, electricity, and gas; trimming trees; and securing loose outside objects. Other problems may be more creatively based. For example, designing a new restaurant may entail using some standard solutions but could also entail many different types of innovation with layout and design.
• Group member interest in problem. When group members are interested in the problem, they will be more engaged with the problem-solving process and invested in finding a quality solution. Groups with high interest in and knowledge about the problem may want more freedom to develop and implement solutions, while groups with low interest may prefer a leader who provides structure and direction.
• Group familiarity with problem. Some groups encounter a problem regularly, while other problems are more unique or unexpected. A family who has lived in hurricane alley for decades probably has a better idea of how to prepare their house for a hurricane than does a family that just recently moved from the Midwest. Many groups that rely on funding have to revisit a budget every year, and in recent years, groups have had to get more creative with budgets as funding has been cut in nearly every sector. When group members aren’t familiar with a problem, they will need to do background research on what similar groups have done and may also need to bring in outside experts.
• Need for solution acceptance. In this step, groups must consider how many people the decision will affect and how much “buy-in” from others the group needs for their solution to be successfully implemented. Some small groups have many stakeholders on whom the success of a solution depends. Other groups are answerable only to themselves. When a small group is planning on building a new park in a crowded neighborhood or implementing a new policy in a large business, it can be very difficult to develop solutions that will be accepted by all. In such cases, groups will want to poll those who will be affected by the solution and may want to do a pilot implementation to see how people react. Imposing an excellent solution that doesn’t have buy-in from stakeholders can still lead to failure.

Group Problem-Solving Process

There are several variations of similar problem-solving models based on American scholar John Dewey’s reflective thinking process (Bormann & Bormann, 1988). As you read through the steps in the process, think about how you can apply what you learned regarding the general and specific elements of problems. Some of the following steps are straightforward, and they are things we would logically do when faced with a problem. However, taking a deliberate and systematic approach to problem-solving has been shown to benefit group functioning and performance. A deliberate approach is especially beneficial for groups that do not have an established history of working together and will only be able to meet occasionally. Although a group should attend to each step of the process, group leaders or other group members who facilitate problem-solving should be cautious not to dogmatically follow each element of the process or force a group along. Such a lack of flexibility could limit group member input and negatively affect the group’s cohesion and climate.

Step 1: Define the Problem

Define the problem by considering the three elements shared by every problem: the current undesirable situation, the goal or more desirable situation, and obstacles in the way (Adams & Galanes, 2009). At this stage, group members share what they know about the current situation, without proposing solutions or evaluating the information. Here are some good questions to ask during this stage:

• What is the current difficulty?
• How did we come to know that the difficulty exists?
• Who/what is involved?
• Why is it meaningful/urgent/important?
• What have the effects been so far?
• What, if any, elements of the difficulty require clarification?

At the end of this stage, the group should be able to compose a single sentence that summarizes the problem called a problem statement . Avoid wording in the problem statement or question that hints at potential solutions. A small group formed to investigate ethical violations of city officials could use the following problem statement: “Our state does not currently have a mechanism for citizens to report suspected ethical violations by city officials.”

Step 2: Analyze the Problem

During this step, a group should analyze the problem and the group’s relationship to the problem. Whereas the first step involved exploring the “what” related to the problem, this step focuses on the “why.” At this stage, group members can discuss the potential causes of the difficulty. Group members may also want to begin setting out an agenda or timeline for the group’s problem-solving process, looking forward to the other steps.

To fully analyze the problem, the group can discuss the five common problem variables discussed before. Here are two examples of questions that the group formed to address ethics violations might ask: Why doesn’t our city have an ethics reporting mechanism? Do cities of similar size have such a mechanism? Once the problem has been analyzed, the group can pose a problem question that will guide the group as it generates possible solutions. “How can citizens report suspected ethical violations of city officials and how will such reports be processed and addressed?” As you can see, the problem question is more complex than the problem statement, since the group has moved on to a more in-depth discussion of the problem during step 2.

Step 3: Generate Possible Solutions

During this step, group members generate possible solutions to the problem. This is where brainstorming techniques to enhance creativity may be useful to the group (see earlier chapter on “Enhancing Creativity”). Again, solutions should not be evaluated at this point, only proposed and clarified. The question should be what could we do to address this problem, not what should we do to address it. It is perfectly OK for a group member to question another person’s idea by asking something like “What do you mean?” or “Could you explain your reasoning more?” Discussions at this stage may reveal a need to return to previous steps to better define or more fully analyze a problem. Since many problems are multifaceted, group members must generate solutions for each part of the problem separately, making sure to have multiple solutions for each part. Stopping the solution-generating process prematurely can lead to groupthink.

For the problem question previously posed, the group would need to generate solutions for all three parts of the problem included in the question. Possible solutions for the first part of the problem (How can citizens report ethical violations?) may include “online reporting system, e-mail, in-person, anonymously, on-the-record,” and so on. Possible solutions for the second part of the problem (How will reports be processed?) may include “daily by a newly appointed ethics officer, weekly by a nonpartisan non-government employee,” and so on. Possible solutions for the third part of the problem (How will reports be addressed?) may include “by a newly appointed ethics commission, by the accused’s supervisor, by the city manager,” and so on.

Step 4: Evaluate Solutions

During this step, solutions can be critically evaluated based on their credibility, completeness, and worth. Once the potential solutions have been narrowed based on more obvious differences in relevance and/or merit, the group should analyze each solution based on its potential effects—especially negative effects. Groups that are required to report the rationale for their decision or whose decisions may be subject to public scrutiny would be wise to make a set list of criteria for evaluating each solution. Additionally, solutions can be evaluated based on how well they fit with the group’s charge and the abilities of the group. To do this, group members may ask, “Does this solution live up to the original purpose or mission of the group?” and “Can the solution actually be implemented with our current resources and connections?” and “How will this solution be supported, funded, enforced, and assessed?” Conflict may emerge during this step of problem-solving, and group members will need to employ effective critical thinking and listening skills.

Decision-making is part of the larger process of problem-solving and it plays a prominent role in this step. While there are several fairly similar models for problem-solving, there are many varied decision-making techniques that groups can use (see earlier chapter on “Decision-Making in Groups”). For example, to narrow the list of proposed solutions, group members may decide by majority vote, by weighing the pros and cons, or by discussing them until a consensus is reached. There are also more complex decision-making models like the “six hats method,” which we will discuss later. Once the final decision is reached, the group leader or facilitator should confirm that the group is in agreement. It may be beneficial to let the group break for a while or even to delay the final decision until a later meeting to allow people time to evaluate it outside of the group context.

Step 5: Implement and Assess the Solution

Implementing the solution requires some advanced planning, and it should not be rushed unless the group is operating under strict time restraints or delay may lead to some kind of harm. Although some solutions can be implemented immediately, others may take days, months, or years. As was noted earlier, it may be beneficial for groups to poll those who will be affected by the solution as to their opinion of it or even do a pilot test to observe the effectiveness of the solution and how people react to it. Before implementation, groups should also determine how and when they would assess the effectiveness of the solution by asking, “How will we know if the solution is working or not?” Since solution assessment will vary based on whether or not the group is disbanded, groups should also consider the following questions: If the group disbands after implementation, who will be responsible for assessing the solution? If the solution fails, will the same group reconvene or will a new group be formed?

Certain elements of the solution may need to be delegated out to various people inside and outside the group. Group members may also be assigned to implement a particular part of the solution based on their role in the decision-making or because it connects to their area of expertise. Likewise, group members may be tasked with publicizing the solution or “selling” it to a particular group of stakeholders. Last, the group should consider its future. In some cases, the group will get to decide if it will stay together and continue working on other tasks or if it will disband. In other cases, outside forces determine the group’s fate.

Six Thinking Hats Method

Edward de Bono developed the Six Thinking Hats method of thinking in the late 1980s, and it has since become a regular feature in problem-solving and decision-making training in business and professional contexts (de Bono, 1985). The method’s popularity lies in its ability to help people get out of habitual ways of thinking and to allow group members to play different roles and see a problem or decision from multiple points of view. The basic idea is that each of the six hats represents a different way of thinking, and when we figuratively switch hats, we switch the way we think. The hats and their style of thinking are as follows:

• White hat. Objective—focuses on seeking information such as data and facts and then neutrally processes that information.
• Red hat. Emotional—uses intuition, gut reactions, and feelings to judge information and suggestions.
• Black hat. Critical—focuses on potential risks, points out possibilities for failure, and evaluates information cautiously and defensively.
• Yellow hat. Positive—is optimistic about suggestions and future outcomes, gives constructive and positive feedback, points out benefits and advantages.
• Green hat. Creative—tries to generate new ideas and solutions, thinks “outside the box.”
• Blue hat. Process—uses metacommunication to organize and reflect on the thinking and communication taking place in the group, facilitates who wears what hat and when group members change hats.

Specific sequences or combinations of hats can be used to encourage strategic thinking. For example, the group leader may start off wearing the Blue Hat and suggest that the group start their decision-making process with some “White Hat thinking” to process through facts and other available information. During this stage, the group could also process through what other groups have done when faced with a similar problem. Then the leader could begin an evaluation sequence starting with two minutes of “Yellow Hat thinking” to identify potential positive outcomes, then “Black Hat thinking” to allow group members to express reservations about ideas and point out potential problems, then “Red Hat thinking” to get people’s gut reactions to the previous discussion, then “Green Hat thinking” to identify other possible solutions that are more tailored to the group’s situation or completely new approaches. At the end of a sequence, the Blue Hat would want to summarize what was said and begin a new sequence. To successfully use this method, the person wearing the Blue Hat should be familiar with different sequences and plan some of the thinking patterns ahead of time based on the problem and the group members. Each round of thinking should be limited to a certain time frame (two to five minutes) to keep the discussion moving.

• This problem-solving method has been praised because it allows group members to “switch gears” in their thinking and allows for role-playing, which lets people express ideas more freely. How can this help enhance critical thinking? Which combination of hats do you think would be best for a critical thinking sequence?
• What combinations of hats might be useful if the leader wanted to break the larger group up into pairs and why? For example, what kind of thinking would result from putting Yellow and Red together, Black and White together, or Red and White together, and so on?
• Based on your preferred ways of thinking and your personality, which hat would be the best fit for you? Which would be the most challenging? Why?

Review & Reflection Questions

• What are the three common components of a problem? Based on these, what problems have you encountered in your group?
• What are the five steps of the reflective thinking process?
• What challenges might you face during the process and what strategies could you use to address those challenges?
• Adams, K., & Galanes, G. G. (2009). Communicating in groups: Applications and skills (7th ed.). McGraw-Hill.
• Bormann, E. G., & Nancy C. Bormann, N. C. (1988). Effective small group communication ( 4th ed). Burgess CA.
• de Bono, E. (1985). Six thinking hats. Little Brown.

Authors & Attribution

The chapter is adapted from “ Problem Solving and Decision Making in Groups ” in Communication in the Real World from the University of Minnesota. The book was adapted from a work produced and distributed under a Creative Commons license (CC BY-NC-SA) by a publisher who has requested that they and the original author not receive attribution. This work is made available under the terms of a Creative Commons Attribution-NonCommercial-ShareAlike license .

involves thoughts, discussions, actions, and decisions that occur from the first consideration of a problematic situation to the goal

a five step process to aid in group problem solving involving (1) defining the problem, (2) analyzing the problem, (3) generating possible solutions, (4) evaluating solutions, and (5) implementing and assessing the solution

a method of problem-solving developed by Edward de Bono that aims to help people get out of habitual ways of thinking and to allow group members to play different roles and see a problem or decision from multiple points of view

Small Group Communication Copyright © 2020 by Jasmine R. Linabary, Ph.D. is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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7.6 Problem Solving in Groups

All groups of individuals, be it in the home, school, or workplace, sometimes need to come together to make decisions. The problem-solving process involves thoughts, discussions, actions, and decisions that occur from the first consideration of a problematic situation to the goal. The problems that workplace groups face are varied, but some common problems include budgeting, raising funds, planning events, addressing customer or citizen complaints, creating or adapting products or services to fit needs, supporting members, and raising awareness about issues or causes.

The decision-making process may seem like it should be simple and straightforward but, in reality, it rarely is. People can actively disagree or agree to avoid conflict, ultimately leaving unsatisfied regardless of the outcome achieved. “Groupthink” can also happen, where in the process of trying to achieve consensus, people set aside their own personal beliefs and adopt what they believe to be the opinion of the rest of the group (Cherry, 2022), often sacrificing the best solution as well as their own satisfaction. When trying to problem solve, a mindful approach by the group can streamline the process, allowing the best solution not only for the initial problem, but also for the team and its members.

We will explore two strategies to group problem solving. The first strategy is to examine key considerations , and the second is to engage in a structured group problem-solving process .

Problems of all sorts have three common components :

• An undesirable situation:  Even though it may only be a vague idea, there is a drive to better the undesirable situation. The vague idea may develop into a more precise goal that can be achieved, even though solutions have not yet been generated.
• A desired situation:  When conditions are desirable, there isn’t a problem.
• Obstacles between undesirable and desired situations: These are things that stand in the way between the current situation and the group’s goal of addressing it. This component of a problem requires the most work, and it is where decision making occurs. Some examples of obstacles include limited funding, resources, personnel, time, or information. Obstacles can also take the form of people who are working against the group, including individuals who are resistant to change or anyone who disagrees or agrees too readily.

(Adams & Galanes, 2009)

Discussion of these three elements of a problem helps the group tailor its problem-solving process because each problem will vary. Although these three general elements are present in each problem, the group should also address the specific characteristics of the problem.

In any workplace, the team makes decisions in an effort to carry out their services. A high-performance team is one that achieves desired outcomes by consistently working together with purpose and shared vision, optimizing the abilities of each member.

According to Fonseca (2023), high-performance teams have the following characteristics:

• Leading with trust and respect for one another: Committing to act and communicate with trust and respect puts value on different perspectives. It allows each team member to bring their ideas forward and facilitates difficult discussions and transparent communication.
• Clear and aligned goals:  Committing to the goal and each person’s task in accomplishing that goal allows the team to remain focused and connected.
• Well-defined roles and responsibilities: Roles and responsibilities are created with diversity and purpose in mind. Everyone knows and commits to what they need to do and when they need to do it.
• Collaboration: This is characterized by a high level of participation and engagement by all members. Questions, ideas, and feedback are regularly shared and encouraged. Responsibility for outcomes is shared by the team.
• Flexibility: When the team focuses on the goal and regularly asks “Why am I/are we doing this?” the team can adapt and shift as needed. Team members can make decisions based on an assessment of priorities instead of tasks. Teams encourage each other in the face of change, which can be uncomfortable even for high-functioning teams.
• Learning is engrained in the team’s culture: The team desires to achieve goals, and thereby equally desires the development of the skills, knowledge, and attitudes necessary to achieve those goals. Professional development is seen as proactive, and mistakes are seen as a normal part of the process. Feedback is a priority for team members. Meaningful reflection on mistakes is seen as an opportunity to maximize growth.

Structured group problem-solving strategies, such as the ones we are about to explore, are a method to becoming a high-performance team and maintaining a high level of achievement. Structured strategies allow the problem to be defined and aligned with team goals and the team members’ voices to meaningfully contribute to the outcome.

Strategy 1: Examine Key Considerations

When a problem arises, it should be given careful consideration. Five common and important characteristics to consider are task difficulty, number of possible solutions, group member interest in problem, group member familiarity with problem, and the need for solution acceptance (Adams & Galanes, 2009).

• Task difficulty:  Difficult tasks are also typically more complex. As a group, spend time researching and discussing a difficult and complex task to develop a shared foundational knowledge of what it will take to resolve the problem. At times, group members may need to do research and bring points to a meeting. Knowing all the key factors to solving a problem sets the stage for success in the next steps.
• Number of possible solutions: There are usually multiple ways to solve a problem or achieve a goal, but some situations have more potential solutions than others. In some situations, you may be more bound by rules and regulations in your agency or laws in your area, so solutions are ultimately limited. However, you may also have a problem or goal that must be achieved but that no one has ever faced before or where the resources have never been as limited. Group decisions in these situations are often made more complex by the number of solutions.
• Group member interest in the problem: When group members are interested in a problem, they will be more engaged and invested with the problem-solving process and in finding a quality solution. Groups with high interest in and knowledge about a problem may want more freedom to develop and implement solutions, whereas groups with low interest may prefer a leader who provides structure and direction.
• Group familiarity with the problem: Some groups encounter a problem regularly, whereas other problems are more unique or unexpected. When group members aren’t familiar with a problem, they will need to do background research on what similar groups have done and may also need to bring in outside experts.
• Need for solution acceptance: In this step, groups must consider how many people their decision will affect and, in turn, who needs to “buy in” to the solution for it to be successfully implemented. Some groups have many external partners to whom the success of a solution depends. Other groups are answerable only to themselves. Groups will want to brainstorm and then poll those who will be affected by the solution. Groups may want to do a pilot implementation to see how people react. Imposing an excellent solution that doesn’t have buy-in from all involved can still lead to failure.

Strategy 2: Group Problem-Solving Process

As you read through the steps in the problem-solving process, think about how you can apply what we have learned regarding the general and specific elements of problems. Although you may think that some of the following steps are logical things to do when faced with a problem, remember that a deliberate and systematic approach to problem solving has been shown to benefit group functioning and performance.

Although a deliberate approach is the conscious habit of a high-performance team, it is especially beneficial for groups that do not have an established history of working together and will only be able to meet occasionally. When thinking about how to implement the steps, the group should complete each step of the process, but it is not necessary for the steps to happen in exact order, and enough time should be set aside for each step. Individualizing the experience for your group and being flexible will allow for team engagement and ultimately result in the best decision being made.

Step 1. Define the Problem

Define the problem by considering the previously mentioned three elements shared by every problem: 1) the current undesirable situation , 2) the desired situation , and 3) obstacles in the way (Adams & Galanes, 2009). At this stage, group members share what they know about the current situation without proposing solutions or evaluating the information. Here are some good questions to ask during this stage:

• What is the current difficulty?
• How did we come to know that the difficulty exists?
• Who or what is involved?
• Why is it meaningful, urgent, or important?
• What have the effects been so far?
• What, if any, elements of the difficulty require clarification?

At the end of this stage, the group should be able to compose a single sentence that summarizes the problem, called a  problem statement . Note that in the examples below, it is not all about addressing negative issues. Positive issues require problem solving, too. Problem solving is really about bridging a gap that exists between the undesirable and the desired situations. When writing a problem statement, avoid wording in the problem statement or question that hints at potential solutions.

Examples of problem statements:

• Our agency is chronically understaffed in front-line roles.
• We need to make changes to manage the increase in demand for our services.
• The fundraising events have gone well, and other organizations want us to teach them how to do it.
• We are required to use a new software to conduct our business, and the software doesn’t do some of the key tasks that our current software does.
• Our customers frequently come to their appointments unprepared.

Step 2. Analyze the Problem

During this step, the group should analyze the problem and the group’s relationship to the problem. Whereas the first step involved exploring the “What” related to the problem, this step focuses on the “Why.” At this stage, group members can discuss the potential causes of the difficulty. They may also want to begin setting out an agenda or timeline for the problem-solving process, looking forward to the other steps. To fully analyze the problem, the group can discuss the five common problem variables discussed earlier.

Once the problem has been analyzed, the group can pose a problem question that will guide the group as it generates possible solutions. Let’s use the following problem statement to illustrate this step. The initial problem statement was “Our customers frequently come to their appointments unprepared.” After analyzing the problem, the problem question that will guide the discussion of possible solutions is “How can we provide the right information, at the right time, to the right person so our appointments are efficient for everyone?”

As you can see, the problem question is more complex than the problem statement because the group has moved on to more in-depth discussion of the problem in this step.

Step 3. Generate Possible Solutions

During this step, group members generate possible solutions to the problem. Again, solutions should not be evaluated at this point, only proposed and clarified. The question should be “What could we do to address this problem?” not “What should we do to address it?” It is perfectly fine for a group member to question another person’s idea by asking something like “What do you mean?” or “Could you explain your reasoning more?”

Discussions at this stage may reveal a need to return to the previous steps to better define or more fully analyze the problem. Because many problems are multifaceted, it is necessary for group members to generate solutions for each part of the problem separately, making sure to have multiple solutions for each part. Stopping the solution-generating process prematurely can lead to groupthink.

For the problem question previously posed, the group would need to break down the problem question and generate solutions for each part of the problem. Generating possible solutions can be done just among group members, but seeking input from others can also be valuable. Let’s build on the problem question generated in Step 2: “How can we provide the right information, at the right time, to the right person so our appointments are efficient for everyone?” Possible solutions for the first part of the problem (the ‘”right” information) may include time, location, pre-preparation, things to bring, and so on. Possible solutions for the second part of the problem (the “right” time) may include after initial contact, weekly, and so on. Possible solutions for the third part of the problem (the “right” person) may include a designated staff member, client, caregiver, and so on. Last but not least, possible solutions to the final part of the problem (appointments are efficient for everyone) may require further analysis and consultation with all group members and indivuals outside the group to ask them for ideas on possible solutions.

Step 4. Evaluate Solutions

During this step, solutions can be critically evaluated based on their credibility, completeness, and worth. Once the number of potential solutions has been narrowed down based on obvious differences in relevance and/or merit, the group should analyze each solution based on its potential effects, both harmful and helpful.

Groups that are required to report the rationale for their decisions or whose decisions may be subject to public scrutiny would be wise to make a set list of criteria for evaluating each solution. Additionally, solutions can be evaluated based on how well they fit with the group’s charge and the abilities of the group. To do this, group members may ask, “Does this solution live up to the original purpose or mission of the group?” and “Can the solution actually be implemented with our current resources and connections?” and “How will this solution be supported, funded, enforced, and assessed?” Group members will need to employ effective critical-thinking and listening skills.

Decision making is part of the larger process of problem solving and plays a prominent role in this step. Although there are several fairly similar models for problem solving, groups can use a variety of decision-making techniques. For example, to narrow the list of proposed solutions, group members may make a decision by majority vote, by weighing the pros and cons, or by discussing them until a consensus is reached. There are also more complex decision-making models like the critical-thinking models discussed earlier in this chapter. Once a final decision is reached, the group leader or facilitator should confirm that the group is in agreement. It may be beneficial to let the group break for a while or even to delay the final decision until a later meeting to allow people time to evaluate the decision outside the group context.

Step 5. Implement and Assess the Solution

Implementing the solution requires some advanced planning and should not be rushed unless the group is operating under strict time restraints or if delay may lead to some kind of harm. Although some solutions can be implemented immediately, others may take days, months, or years. As was noted earlier, it may be beneficial for the group to poll those who will be affected by the solution as to their opinion about it or even to do a pilot test to observe the effectiveness of the solution and how people react to it. Before implementation, the group should also determine how and when they will assess the effectiveness of the solution by asking, “How will we know if the solution is working or not?” Since solution assessment will vary based on whether or not the group is disbanded after implementation, the group should also consider the following questions:

• If the group is disbanded after implementation, who will be responsible for assessing the solution?
• If the solution fails, will the same group reconvene or will a new group be formed?

Once a solution has been reached and the group has the “green light” to implement it, implementation should proceed deliberately and cautiously, ensuring that all possible consequences are considered and addressed as needed.

Certain elements of the solution may need to be delegated to various people both inside and outside the group. Group members may also be assigned to implement a particular part of the solution based on their role in the decision making or because it connects to their area of expertise. Likewise, group members may be tasked with publicizing the solution or “selling” it to those outside the group. Lastly, the group should consider its future. In some cases, the group will get to decide whether it will stay together and continue working on other tasks or whether it will disband. In other cases, outside forces may determine the group’s fate.

In some cases, you may need to dive deeper into a problem or look at the problem using a much different lenses to understand or solve it. Consider some of the strategies for critical listening, critical thinking, and critical ignoring discussed in another section of this chapter.

Although the problem-solving strategies given above need time and practice to learn, become proficient in, and become habit, the efforts are worthwhile because it will result in decisions that are made based on sound information and team input.

Attribution

Unless otherwise indicated, material on this page has been reproduced or adapted from the following resource:

University of Minnesota. (2016).  Communication in the real world: An introduction to communication studies . University of Minnesota Libraries Publishing. https://open.lib.umn.edu/communication , licensed under CC BY-NC-SA 4.0 , except where otherwise noted .

Adams, K., & Galanes, G. G. (2009). Communicating in groups: Applications and skills (7th ed.). McGraw-Hill.

Cherry, K. (2022, November 12). How groupthink impacts our behavior . Verywell Mind. https://www.verywellmind.com/what-is-groupthink-2795213

Fonseca, N. (2023, May 14). What does a high performing team look like? Great Place to Work. https://www.greatplacetowork.ca/en/articles/what-does-a-high-performing-team-look-like

Introduction to Communications Copyright © 2023 by NorQuest College is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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