Group Decision Making Techniques

 

10 Ready to Implement Group Decision-Making Techniques for Your Team

Deliberately or not, group decision-making happens in every team. Most teams look at the process as a way to improve the quality of decisions. However, they tend to overlook its additional potential for enhancing the company culture and collaboration.

Group decision-making can be extremely beneficial when done right, but without the right techniques, it often leads to confusion or conflict. In this blog, we will explore group decision-making techniques that can help your team drive results with fewer blockers.

What is a group decision-making technique?

Group decision-making techniques are different methods of making collaborative team decisions by brainstorming, analyzing, and finally arriving at a resolution that everyone agrees on. In this approach, instead of relying on one person’s perception of a solution, you try to bring in diverse views on the problem. As per a study, diverse teams make 60% better decisions. As in group decision-making, you pool your resources, experiences and ideas. This helps you to:

• Find creative results
• Reduce any biases through varied input
• Foster buy-in and accountability among members

But, without a clear framework, your group discussions can quickly become chaotic. 

Importance of group decision-making

The main advantage of making decisions as a group is that you get to leverage the intelligence and skills of every member of your team. It is no longer just about relying on one person’s intelligence to help with new ideas that push the company forward. It helps businesses tackle issues in fresh and quick ways while getting everyone to feel like they have a stake in the outcome.

• By listening to diverse viewpoints, you can find innovative ideas that may never emerge from a single perspective. For instance, involving multiple departments in product development can reveal fresh approaches to design, marketing and user experience.
• When team members feel included in decision-making, they are more likely to support the outcome, creating momentum for smooth execution.
• Looking at things from different angles helps us see the whole picture and spot potential problems. This cuts down on the risk of making expensive mistakes.
• Group decision-making techniques can improve efficiency by allotting tasks to members depending on their expertise and experience. This method is balanced and makes the best use of your group’s available skill sets.

Group decision-making can drive better results when diverse minds work toward a common goal.

10 group decision-making techniques you need to know

Teams need to come to an equitable decision as effectively as possible and without much conflict. Many factors can influence this process, from choosing the members to utilizing different techniques. We have listed the advantages and disadvantages of group decision-making techniques below.

1. Brainstorming

This is one of the most common group decision-making methods, where every team member shares ideas without any threat of being rejected or facing any bias. The process involves posing a problem or question to the group, allowing members to share ideas freely, recording them all, no matter how unconventional they seem, and evaluating them after the session.

How to use the technique

• At the beginning of the brainstorming session, describe the situation in as much detail as necessary to give group members a complete understanding of the issue or the problem to be solved.
• Solicit ideas from all members of the group.
• Record all ideas presented on a flip chart, marker board or similar presentation medium.
• Do not allow group members to evaluate the ideas until all suggestions are presented.
• Group members then discuss the proposed alternatives and evaluate the feasibility, desirability, utility and possibility of the different suggestions that were presented.

Advantages of the technique

• Brainstorming is useful for generating a large number of potentially creative ideas.
• Brainstorming sessions can produce synergy, with ideas transforming and expanding in response to interaction with others’ ideas.
• This is ideal for smaller groups of less than 15 people.

Disadvantages of the technique

• This technique potentially limits the contributions of less vocal group members or those who fear the ridicule or judgment of other members.
• Though useful for producing a variety of ideas, brainstorming does not provide much guidance in processes for the evaluation of these alternatives or in the selection of a proposed course of action.
• If limits are not placed on the number of ideas or time allowed for discussion, then brainstorming sessions can be time-consuming.

2. The Delphi method 

In the Delphi method, you select a group of panelists who would be responsible for making the final decision. You then present them with a series of questionnaires and surveys to come to a final settlement in different rounds of the decision-making process. In every round, the panels would eliminate different solutions and come to the final decision. The main goal of this method is to reach a consensus on the problem resolution.

How to use the method

• Define the research problem and identify questions to ask. Consider piloting the survey with a small group to ensure the questions will elicit appropriate answers to address the research problem.
• Choose participants with some expertise in areas related to the research problem. Selecting participants with an interest in the problem will help minimize attrition and help garner thoughtful responses.
• Send the questionnaire to the selected participants, with a deadline for its return and instructions to comment based on their personal opinion, experience, or previous research.
• All comments are returned to the facilitator, who reviews the responses, analyzes content to group similar themes and summarizes for communication back to the participants. This process is referred to as “controlled feedback.”
• The aggregated responses are sent to all participants who are asked to respond. The experts’ responses likely will shift based on the information from other participants. At the end of each subsequent round, participants return the questionnaires to the facilitator, who reviews responses and compiles them. Rounds can be repeated as needed to reach an acceptable level of consensus.

Advantages of the method

• The Delphi Method allows the use of a diverse set of experts without needing to gather everyone together for a physical meeting. In other words, the method forms a committee without the typical obstacles, such as scheduling conflicts, travel and space requirements and lengthy discussions.
• Anonymous responses have many advantages. They prevent a few people from dominating a discussion. They are also free of peer pressure and observer bias. Anonymity allows people to share their opinions without fear of repercussions.
• Controlled feedback of the group opinion filters out “noise” and allows participants’ reconsideration based on others’ responses. Individuals’ responses shift over time until a consensus is reached.

Disadvantages of the method

• The Delphi Method lacks clear methodological guidelines.
• This method does not allow participant discussion in live interactions.
• Survey fatigue is possible. Respondents asked the same or similar questions multiple times can waver in their continued commitment to participate.
• Lengthy response times can slow the rate of discussion.
• The facilitator can influence the decision.

3. Weighted scoring

In this method, you assign a numerical value to decisions based on a set of predefined criteria. Using this numerical data, you can then prioritize tasks or decisions. This is a comparative way of making a decision. 

How to use the technique

• Define the problem or decision that needs to be made.
• Identify the criteria that are most important for evaluating the options.
• Set a weight to each criterion based on how important each criterion is.
• List the options being considered and score them against each criterion.
• Multiply the scores by their respective weights to calculate the final weighted score for each option.
• Evaluate the results and make a decision based on the highest score.

Advantages of the technique

• Provides a structured and quantitative approach to decision-making.
• Helps ensure that decisions are aligned with the team’s priorities and objectives.
• Useful when there are multiple criteria to consider and compare.

Disadvantages of the technique

• Requires time to define criteria and assign weights.
• The scoring process can be subjective if not done carefully.
• Overemphasis on numerical values might overshadow qualitative aspects of decisions.

4. Nominal group technique

The Nominal Group Technique is an alternative form of group brainstorming that provides a structured method to encourage everyone’s contribution. It works by gathering input from each team member individually and then collectively refining and ranking those inputs, ensuring no one dominates the discussion. 

How to use the technique

• The nominal group technique requires group members to generate their ideas in writing without discussion with each other.
• Take turns sharing ideas. Group members choose one idea from their list and take turns reporting their ideas to the group. A facilitator records each idea as presented without any group discussion of any idea.
• The group discusses the ideas shared. Members are allowed to clarify, criticize, or defend each idea.
• Each member privately and anonymously votes on the ideas according to whatever ranking or preference system is decided upon.
• Calculate the group decision: The group ranks for the ideas presented are calculated based on the vote. The final decision is the outcome of the voting process.

Advantages of the technique

• The Nominal Group Technique can be used with groups of any size, though larger groups should be separated into smaller groups of about six to nine people.
• Decisions can be made quickly from the resulting prioritized list of responses.
• The technique allows more passive participants to voice their opinions.
• Nominal Group Technique combines individual and group decision-making elements.

Disadvantages of the technique

• This technique minimizes discussions, so ideas might not fully develop.
• It can be less stimulating for participants and affect group dynamics.
• The technique lacks the flexibility to address more than one problem at a time.

5. Possibility ranking

This decision-making method involves generating ideas and then ranking them based on criteria such as feasibility, impact, goals etc. It’s particularly useful when resources like time, budget, or manpower are limited. This allows teams to focus on actions that will yield the best results.

How to use the technique

• The group starts by brainstorming potential actions or solutions to a specific problem.
• Establish the criteria for evaluation, such as feasibility, cost, impact or urgency.
• Discuss each idea and assess it against the defined criteria, assigning scores for each.
• Aggregate the scores to determine the overall ranking of the ideas.
• Select the top-ranked ideas for implementation based on available resources.

Advantages of the technique

• Helps teams focus on the most practical and impactful ideas.
• Provides a clear and systematic approach to prioritizing actions.
• Encourages constructive discussions by evaluating ideas objectively.

Disadvantages of the technique

• Requires time and effort to define criteria and assess each idea thoroughly.
• The ranking process may oversimplify complex ideas or overlook qualitative aspects.
• Relies on the group’s ability to agree on scoring and ranking, which can be challenging in diverse teams.

6.  The Stepladder technique

This is a step-by-step approach that manages how members enter the group decision-making process. The stepladder technique combines elements of individual and team decision-making. It encourages all members to contribute individually before other group members can influence them. The use of this technique results in the group hearing many different viewpoints. The technique works best in groups of four to seven people.

How to use the technique

Before beginning the group decision-making process, agree to certain ground rules:

• Allocate sufficient individual problem-solving time to each member before they join the core group.
• Require entering members to speak first, presenting all ideas before hearing the core group’s possible solutions.
• Allot adequate group discussion time to discuss issues immediately after an entering member presents ideas.
• Delay any final decisions until all group members are present.

Once you establish the ground rules, begin the Stepladder Technique.

• Before meeting as a group, present the problem to all members. Each member thinks about the problem and possible solutions, forming their own opinions independently.
• A core group of two members meets to discuss the problem.
• Add a third group member to the core group. This third member presents her ideas to the core group before the other two members share the ideas they already have discussed. After all three members present their ideas, they collectively discuss their options.
• Add a fourth group member to the group, following the same process as above.
• After all group members are brought into the core group and present their ideas, the entire group reaches a final decision.

Advantages of the technique

• The Stepladder Technique equalizes the participation of group members and promotes accountability.
• It requires the participation of all members. And since each member has an uninterrupted presentation opportunity when entering the group, it gives shy, less vocal participants a chance to voice their opinions.
• With each member independently coming up with ideas before group discussion, a greater variety of possible solutions could result.
• Additionally, the use of the Stepladder Technique can be useful in preventing groups from prematurely arriving at solutions.

Disadvantages of the Technique

• This technique loses effectiveness after nine or 10 participants.
• The Stepladder Technique can be time-consuming and redundant for the initial two participants.

7. Bain’s rapid framework

The RAPID framework is developed by the American management consulting firm Bain & Company. This framework aids the group decision-making process by clarifying the roles and responsibilities of the participants who are providing input as well as delineating who has responsibility for making the final decision.

How to use the framework

The primary roles involved in this group decision-making technique are Input, Recommend, Agree, Decide and Perform (RAPID is an acronym for these roles). Before beginning the decision-making process, the following roles are defined and assigned:.

• Input: People who provide the data that is the basis of the decision have input responsibility. They give their own judgments about the proposed solutions, but though they have a right to provide input into recommendations, they do not have the veto authority.
• Recommend: The person in this role leads the process and is responsible for gathering and assessing the relevant facts. This person also has the responsibility to propose alternative courses of action.
• Agree: Some people must agree to a recommendation, and they must sign off on a recommendation before it can move forward. Executives with legal or compliance responsibilities often have this role.
• Decide: Eventually, one person will decide and accept accountability for the decision.
• Perform: The perform role goes to the individual or group members that will execute the decision.

Advantages of the framework

• The use of this framework reduces confusion about roles and responsibilities.
• This framework saves time on important decision-making groups since it involves the right people in the process and clearly outlines what is required to proceed with the decision-making.
• Greater transparency in decision-making tends to result in greater buy-in from the organization.

Disadvantages of the framework

• The use of this framework is time-intensive, so it is best used for important decisions that affect the organization as a whole.
• This framework reveals the actual power structure in the decision-making for the organization, which might make some companies uncomfortable.
• The RAPID framework slows down the decision-making process.

8. Didactic interaction

The didactic interaction technique involves dividing the group into two subgroups. And each subgroup takes opposing stances on a proposal. Then, each group runs a structured debate. The subgroups try to present their perspectives, and the larger group evaluates the arguments to arrive at an informed decision. This method ensures a balanced consideration of different viewpoints and encourages critical thinking. The group is split into two subgroups, one supporting the idea and the other opposing it. After the debate, the entire group assesses the points raised and reaches a final decision.

How to use the technique

• Present the topic or decision to the group, ensuring everyone understands it.
• Split the group into two teams, assigning one team to support the proposal and the other to oppose it.
• Allow each subgroup time to prepare their arguments, supported by facts or examples.
• Each subgroup presents its case in a structured manner, with opportunities for rebuttal.
• The larger group discusses the points raised, considering the strengths and weaknesses of each perspective.
• Based on the debate, the group makes a well-informed decision.

Advantages of the technique

• Encourages critical thinking and a thorough examination of the proposal.
• Provides equal opportunity for both sides of an argument to be heard.
• Helps uncover potential risks or benefits that might otherwise be overlooked.

Disadvantages of the technique

• It can be time-consuming, especially if the debate is heated or complex.
• It may lead to conflict if not facilitated respectfully and constructively.
• Relies on the group’s ability to remain objective and evaluate arguments fairly.

9. Charette procedure

The Charette Procedure modifies the use of brainstorming for larger groups, reaping the benefits of brainstorming while allowing all participants to have a voice. This procedure makes brainstorming with groups of 15 or more focused and productive.

How to use the procedure

• Divide the large group into smaller groups. Up to six members is generally the ideal limit for smaller groups, but this will depend on the size of the overall group.
• Each group selects a person to act as the recorder.
• If multiple topics will be discussed, then assign each group one of the topics.
• Provide around 15 minutes for the groups to separately discuss their topic. During the discussion, the recorder documents all ideas raised during the small group brainstorming session.
• When the time is up, the recorders move from one group to another.
• The recorders share the ideas of their first group with the new group.
• Discussion within the small groups continues, with recorders again documenting the session.
• The process continues until a full rotation finishes, with each recorder spending time with each group.

Advantages of the procedure

• The Charette Procedure manages brainstorming sessions for larger groups.
• The procedure can effectively work when brainstorming ideas for complex problems or multiple topics.
• Using this procedure reduces the length of brainstorming sessions.

Disadvantages of the procedure

This procedure does not provide guidelines for the evaluation of the proposed ideas or methods for ultimately making a decision.

10. Hartnett’s CODM model

The Consensus Oriented Decision-Making (CODM) Model was developed by Tim Hartnett. It intends to improve decision-making groups by involving everyone in developing a solution. The CODM model encourages participants to come up with creative ideas without fear of judgment. This model can be useful in complex projects or problems where the solution is not evident. And the best course of action is yet to be decided.

How to use the model

The model uses a seven-step process, which includes the following:

• To begin, identify the problem to be solved. Also, agree on how the group will decide in later stages. This step determines the level of agreement required to proceed with proposals and decisions.
• Encourage open discussion and invite all members to generate and contribute ideas. Note down all ideas that surfaced.
• Identify your project constraints. Identify key stakeholders who might be affected by the group decision and list their possible underlying concerns.
• Use the ideas generated in the second step to generate proposals. These proposals should address the underlying concerns from the third step. Present each idea and keep the group’s focus on one idea at a time, without criticism.
• The group chooses a proposal to continue with. Present each proposal from the fourth step. Request group participants to highlight the pros and cons of each of these proposals. Using the decision rule agreed to in the first step, agree on the best proposal.
• Review the underlying concerns identified earlier to be sure they have been addressed. Encourage group members to bring up more issues with the proposal and amend it appropriately.
• Ensure there is still a consensus to move forward with the decision and that the group agrees with implementing it.

Advantages of the model

• The CODM Model holds the potential for producing better quality decisions. It does so since it elicits the entire group’s creativity to develop proposals. Moreover, it tries to address all stakeholders’ concerns.
• This model can build better groups/teams simply because it focuses on improving members’ relationships through successful collaboration. CODM also tries to strengthen group cohesion through widespread agreement.
• Overall, organizational culture improves because participants gain communication and collaboration skills.

Disadvantages of the model

• The success of the CODM Model lies in part in the skillfulness of the project leader. This project leader must be able to encourage everyone’s creative participation effectively.
• This model tends to work best in smaller groups. As the group starts getting bigger, it becomes difficult to get a widespread consensus.
• CODM may take longer than other group decision-making techniques to reach decisions. This is because it focuses on exploring all ideas and reaching a consensus.

You can choose any of the above-mentioned group decision-making techniques, based on how much time you have and what type of decision you need to make.

Things to consider while selecting the group decision-making method

Choosing the right group decision techniques and the right people to participate should result in better decisions and improved team culture. Group decision-making also engages employees, which helps them feel valued. Here are some factors to consider while utilizing the practice:

• Be clear about the decision being made. What is the problem to solve or a choice to make? Who ultimately will be making the decision? How will the group influence and be influenced by the decision?
• Respect participants’ time. Minimize the amount of time required in meetings; start and end meetings on time. Keep any discussions focused on the topic. Don’t involve people who have no relevance/interest in the group decision-making process.
• Be mindful of deadlines or other time restrictions. Stay aware of deadlines that must be met and structure the decision-making accordingly.
• Be sure all opinions are respected. When facilitating group interactions, do not allow participants to be dismissed, disregarded, or dissed.
• Don’t allow one or two people to dominate all discussions. If some participants cannot be reined in, consider a decision-making method that forces equal participation or anonymous interactions.

This will also help improve the overall result of the decision that you are trying to reach.

The bottom line

Effective group decision-making isn’t just about choosing the right method—it’s about fostering collaboration, inclusivity, and efficiency. By carefully selecting participants, respecting their time, and ensuring all voices are heard, teams can make more informed and balanced decisions. When done right, these techniques not only lead to better outcomes but also strengthen team dynamics and trust. Implementing these strategies today can set your team up for long-term success.

FAQs

What are the most effective group decision-making techniques?

Some of the popular techniques include brainstorming for creative ideas, the Delphi Method for expert consensus and the Nominal Group Technique for balanced participation.

What are the key advantages of group decision-making methods?

They help in fostering collaboration, bring diverse perspectives and improve the quality of decisions. Teams can identify blind spots that individuals might overlook.

What are the disadvantages of group decision-making?

There are many challenges associated with the group decision-making process, such as groupthink, time consumption and potential conflicts. Clear frameworks and skilled facilitation can mitigate these issues.

How do you choose the right group decision-making method?

You can consider factors like group size, the complexity of the problem and the desired speed of decision-making when selecting a technique.

What is the difference between individual and group decision-making?

Individual decision-making is quicker and suited for simple tasks, while group decision-making leverages diverse perspectives for complex problems but requires more time and coordination.

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10 of the Most Effective Group Decision Making Techniques

As leaders, there are many decisions that we can make on our own but often, engaging the opinions and perspectives of others enhances the decision that is made. The group decision-making process can differ greatly from organization to organization because each team is unique. Group decision-making techniques can offer you and your team some structure when it comes to making effective decisions and finding alternative solutions. Fellow has outlined 10 group decision-making techniques that will help you reach a final decision, even with a large number of group members.

What is a group decision-making technique?

Group decision-making techniques are different ways to approach making a decision during a group discussion with your team. The group decision-making process doesn’t need to be time-consuming nor exhaustive- it’s all about choosing the right approach for the specific situation and an approach that fits well with your team culture. You can engage decision-making groups when an outcome will affect your entire team so that everyone’s opinion is considered and everyone’s views on the matter are valued so that you can come to a final decision together. By using a group decision-making technique, you’ll see engagement surge, productivity rise, and issues be resolved with a lot more ease, especially among a group of experts.

10 Group decision-making techniques your team needs to know

1. Brainstorming

A brainstorming session is a type of group decision making that can be really effective when you need to raise potential ideas and solutions. This offers a free-flowing structure to the discussion and allows the whole team an opportunity to share their ideas on how to approach a particular situation. The main goal of brainstorming is to come up with as many suggestions as possible and to then decipher which idea may be the best approach. These meetings are a little more geared towards generating ideas than coming to a final decision but often, one idea stands out from others and can be selected as the most effective solution.

2. The Delphi Method

The Delphi technique is a good option when you need to reach a group consensus for a major decision. This group decision-making process takes all of the ideas generated by your team and compiles them for the leader of the group to break down into a smaller list of possible approaches. Those fewer options are then taken back to the group for further discussion and collective consideration. Essentially, the choices are condensed until a majority decision can be made. The idea is that when there are fewer options available a decision is reached with much more ease and with collective agreement from you and your team members.

3. Weighted Scoring

Weighted scoring is ideal to use in a situation where your team has many ideas for possible solutions but have not necessarily considered the implications of each decision thoroughly. The weighted scoring technique is founded on the idea that certain ideas or approaches may be riskier than others and therefore their implications need to be considered. Each item is evaluated against criteria such as the business value, costs, risks, and adoption. Each of these criteria is assigned a score based on the weighting (impact) of them. You’re looking for an approach that will score high in business value, high in adoption, score low in cost, and low in risk. After weighing each idea, you can tally up the scores to make an informed team decision.

4. Nominal Group Technique

The nominal group technique builds on the brainstorming discussion by including a voting process at the end. Not only does each group member cast a vote, but each person is given the opportunity to also give an explanation as to why they voted for whichever decision or option and why they feel as if it’s the best choice. Depending on the topic of discussion, there are a few different ways that you can use the nominal group technique. If the topic is more sensitive or controversial, you may want to engage your team with a survey with the option to remain anonymous. Otherwise, this technique can be used during your meeting in an open discussion.

5. Possibility Ranking

Possibility ranking means determining the best option through using a voting system or creating a list as a team to prioritize ideas and approaches. When you’re trying to make a collective decision about a question or issue that has many different potential outcomes, this can be a great group decision-making technique to engage. This technique can be used in an email, in a survey, or in your live meeting. You can begin with asking everyone to make a personal list of how they might rank different options or approaches and then combine lists to see if there are common opinions amongst the group so that you can come to a consensus. After you determine the average of the best option, you can take that approach knowing that the majority support it and agree with it.

6. The Stepladder Technique

Similar to the Delphi method, the stepladder technique encourages each team member to give their personal opinion on a matter, before anyone can be influenced by the rest of the group. This prevents groupthink and encourages authenticity and honesty in your team members' answers. There are a few steps required for this approach:

Step 1: Before meeting as a group, present the task to your team. Make sure to give enough time to everyone to think about their opinion or decision on how to best accomplish the task at hand.

Step 2: Create a core group of two members and have them discuss the task or issue.

Step 3: Add a third group member to the core group. This third member presents ideas to the first two members before they hear the ideas that have already been spoken about. After all three members have laid out their solutions and ideas, they discuss their options collectively.

Step 4: Repeat the same process by adding a fourth member, fifth, sixth and so on, to the group. Make sure that there’s enough time for discussion after each added member has presented their views.

Step 5: Make a final decision after everyone has been brought in and shared their ideas.

7. Pros and Cons list

In business, a pros and cons list is often referred to as Dialectical Inquiry and can actually be quite effective. Dialectical inquiry is a group decision-making approach that tries to fight against groupthink. Philosophical in nature said to have originated with Plato, this group decision-making technique asks group members to consider both the thesis and antithesis to any idea. When using this technique, split participants into two groups: those advocating for an idea and those advocating against it. Each group has the chance to explain and highlight why they feel as if their decision will produce the best business outcomes and why the alternative opinion may not make as much sense.

8. Didactic Interaction

Didactic interaction is similar to your pros and cons list or do dialectical inquiry, but unfolds a little differently. This approach is only applicable in certain situations but works very well when the right opportunity arises. The type of problem should be such that it results in a “yes” or a “no” solution. These are typically major decisions that will have a large impact on the way the business operates and will affect each employee as well. Such types of decisions require extensive and sometimes exhaustive discussions that can be time-consuming. Using this approach, you can simplify the process of investigation, waste no time and get straight to the point, without asking for any kind of elaboration.

9. Decision-trees

The decision tree technique is great for forecasting outcomes to different decisions. Decision trees are highly visual and operate as a type of non-linear mind map so that you can predict how certain approaches to a situation may turn out. Because this model of decision-making isn’t linear, you and your team can come up with creative ideas and make multiple potential decisions to understand which one has the most beneficial outcome. The decision tree starts out with one question, which is the root of the tree, which then branches out into many different possibilities. Branches will lead to nodes (outcomes) and subsequently, you can add a leaf, marking a rule or final decision.

10. Consensus Mapping

Consensus mapping begins with your team generating and developing ideas. It then attempts to arrive at a decision by pooling these ideas together, which have been generated by several task sub­groups. The ideas generated by the task sub-groups are further developed collectively and then narrowed down into a smaller number of ideas, with a stronger focus. Subsequently, all the ideas are again narrowed down into an even smaller number of ideas until the group is able to come to a mutually acceptable solution to the problem or situation. This technique is best suited for multi-dimensional problems, with interconnected relationships throughout the business, and involves several steps to coming to a final decision.

How to use Fellow for effective group decision-making

Fellow is the perfect solution to help teams reach a decision collectively. Fellow streamlines the entire decision-making process with its user-friendly interface and AI-powered features. Gone are the days of scattered notes and lost ideas – Fellow keeps everything in one place, making it easily accessible for all attendees.

Fellow offers several features that are highly useful in facilitating group decision-making techniques. By structuring the decision-making process, creating a collaborative environment, and ensuring transparency in communication, Fellow can immensely aid in making group decisions efficiently.

Here's how:

• Structured agendas: Fellow enables teams to build structured meeting agendas that outline discussion points, ensuring all relevant topics are addressed. This results in a more focused and productive conversation which progresses towards decision-making. Leverage Fellow's AI features to generate talking points and record, transcribe, and summarize the conversation.

• Real-time collaboration: Fellow allows team members to collaborate on meeting agendas in real-time. Everyone has the opportunity to contribute to the discussion points, resulting in a wider range of perspectives and ideas that inform the decision-making process.

• Clear communication: With Fellow, teams can document decisions made during the meeting for everyone to see. This provides clarity on what was decided, why it was decided, and who is responsible for the next steps.

• Record keeping: Previous decision-making processes and their outcomes can be easily retrieved in Fellow, allowing for reflection and learning. Understanding past successes and failures can be instrumental in informing future group decisions.

• Action items tracking: Fellow tracks action items, assigns owners and deadlines, ensures decisions are put into action, and maintains accountability.

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• Feedback mechanism: Post-meeting, attendees can provide feedback on the effectiveness of the meeting, including the decision-making process. This allows for continuous refinement of the process to ensure it becomes more efficient over time.

Emily Kensley

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