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.