Introduction
Decision-making is a process of selecting a logical choice from among the available alternatives. It is a process where one is supposed to consider the weights of each alternative, be able to forecast the benefits and consequences of each alternative. Among the available alternatives, one is supposed to choose an option that he/she deems best for that specific situation. Decision making in the criminal justice involves a focus on many important aspects of criminal justice, in some cases, the decision-making process may involve one individual or group executive. In-group supervisory process some people come together to analyze the situation and come up with a solution to it collectively (International Conference on Group Decision and Negotiation et al., 2014, p. 10). The group supervisory development carries with it some advantages and disadvantages when it comes to decision making. The purpose of this paper is to describe the set decision-making process, identify one successful and one unsuccessful experience with group verdict making. Finally, discuss the factors that affected the group's overall effectiveness.
Group decision-making process
A decision-making process starts by analyzing the level of collaboration that is required in finding the best solution to the particular situation. The most common group supervisory methods include brainstorming, nominal group formation, Delphi method, and dialectical inquiry. The group resolution process starts with stating the participation level of each. The level of collaboration that is required from each is stated as this helps to determine what is essential from each member (Forsyth, 2010, p.31). The leader is first identified and other participants have to recognize him or her so that the leader can guide member participation to achieve the desired decision implementation (International Conference on Group Decision and Negotiation et al 2014, p. 13).
With each individual in the group well informed of her/his collaborative role in the decision-making process, the selection process is outlined. The selection process requires the members of the group to run the events and the progressive discussions that will lead to the decision result (Finkelstein, Whitehead & Campbell, 2008, p. 21). At the selection process, the members of the group under the guidance of their leader should plan the administrative set up. They should define the success factors or criteria required for the administrative process. They should also generate and point out the alternatives solutions to the particular situation at hand. This is always followed by excellent facilitation of the group administrative actions and deliberations.
In the group, decision-making process how the interactions should be well addressed to ensure success in the resolution process. The interaction of the group members should be beneficial by ensuring the leader well monitors the group coordination and cooperation at all steps. The management and facilitation of the communication tools should be a priority for the team leader. This should focus on ensuring members perform a joint work and work towards goal clarity. Theleader should structure the group discussion and provide coordination mechanisms so that the misunderstanding within the group is eliminated. During this process of facilitation, the leader should supply each member with information to be able to have a common understanding among the members and encourage appropriate sharing. Communication channels are then established that should encourage storage, allotment, briefing and reconciliation of wrong and misguiding information among the members.
Once the members have been well facilitated and well informed of the situation they are handling, the group decision method is chosen. The method to be used to combine individual responses and generate specific outcomes should be determined by the members of the group and agreed. The method to be used should ensure the members could intervene in times of crises, uphold order and determine their emotional conflicts. The method should also optimize knowledge integration; serve opinion and preferences of each member. Consultations are held within the group to get a view of each member on the situation at hand. Members give their views individually, and each view is analyzed with the possible solution provided by the members. Conflicting ideas are reconciled within the group to ensure a common understanding is attained on the issue at hand and finally a decision is made basing on facts, opinion and arguments of members.
Theoutcome is then made by the group. This decision has to put into consideration the views of the members and address the conflictions that may arise from their individual arguments. The decision can be made consulting the whole group’s communication and guidance and allowing the leader to consolidate the ultimate alternative or averaging the independent personal selections of the members (Nikoi & Boateng, 2014). In some cases, the final decision can be decided by voting on the available alternatives solutions to the situation at hand. The decision of the group can either be a consensus where the majority of the members chose to agree on the one of the available alternatives or unanimous where all the members of the group agree on one of the available options.
One successful and one unsuccessful experience with group decision-creation
Unsuccessful experience with a group management process may arise when the level of democracy is too high within the group, and this often leads to delays in making the final decision. Such a case occurred with a dancing crew that was to take showcase at the presidential dinner. The team members of the crew could not decide on the song and style of dance that was best for the occasion and this lead to cancellation of their role in the presidential dinner.
The most important aspect of group supervisory process is that it encourages brainstorming. The group members can discuss potential solutions and their consequences and settle on a better decision. This was a casing example when the police in Europe finally agreed to put on the armor vests during the patrols at the airports(Baron& Kerr, 2003, p. 17). Issues had been raised on the comfort ability, high temperatures and health effects of the armor vests on the police officer. Consultations and were made with the officers, stakeholders and experts and eventually they agreed to put on the armor vests to be sure with their security when on patrol.
Factors that affect the group’s overall effectiveness
The decision-making process is quite dynamic and becomes more complex when a solution is to be attained collectively as a group. Group decision development is, therefore, affected by some factors both from within the group and outside the group. The factors include but not limited to focusing on the goal, communication and dealing with conflicts. Group administrative process is ultimately driven by focusing on the desired goal. The members need to understand the solution you want to the situation at hand and work towards achieving the best solution to it. The second factor that affects the overall effectiveness of a group decision development is communication(Baron& Kerr, 2003, p. 17). Communication within the group should be developed in such a way that members of the team can efficiently communicate with each other and with the leader too. Open communication should be encouraged within the group so that members can share their views, sort out the conflicting issues in the group and find a common understanding of the situation at hand (Nikoi & Boateng, 2014).Lastly, the factor that affects the effectiveness of a group managerial process is dealing with conflicts. The conflicts in the team should be handled as they arise. Conflicts tend to put the group on the intended focus and to derail the achievement of the desired goal.
Conclusion
Group managerial process is likely to be considered by many in problem solving. The process essentially brings together many minds that should result in better decision making. The group supervisory process should put a focus on the desired outcome, and the views of each member should be appreciated to ensure coordination among the members. The leader of the group should ensure the process progresses well, and members are well managed, informed and facilitated. Factors that are likely to affect the group decision-creation process should be identified and handled in such a way that the process turns out to be effective. Group decision development should be encouraged among situations that call for indecisive thoughts so that individuals come together and analyze the available solutions thus making the best decision. The group decision development should also be encouraged among scenarios that call for collaborative agreement on an issue. The practice of group administrative if effectively analyzed and followed as required then situations are likely to find best solutions other than the individualistic decision-making process.
References
Baron, R. S., & Kerr, N. L. (2003). Group process, group decisions, group action. Philadelphia, PA: Open University Press.
Finkelstein, S., Whitehead, J., & Campbell, A. (2008). Think again: Why good leaders make bad decisions and how to keep it from happening to you.
Forsyth, D. R. (2010). Group dynamics. Belmont, Calif: Wadsworth Cengage Learning.
International Conference on Group Decision and Negotiation, In Zaraté, P., In Kersten, G. E., & In Hernández, J. E. (2014). Group decision and negotiation: A process-oriented view : Joint INFORMS-GDN and EWG-DSS International Conference, GDN 2014, Toulouse, France, June 10-13, 2014. Proceedings.
Nikoi, E., & Boateng, K. (2014). Collaborative communication processes and decision making in organizations.
