Teaching Note:Synergistic Problem SolvingDesert Survival Exercise

Analyzing the Group ProcessWhy do some groups perform better than others?What accounts for such differences?How do these differences affect group outcomes?

What Is An Effective Solution?EffectiveSolution=Quality * Acceptance

Synergistic Problem Solving Model

THE INTERPERSONAL PROCESSListening to othersSupporting their efforts to do wellDiffering with others when necessary in a manner that is constructive rather than defensiveParticipating equally in group discussionStriving for Consensus

Active ListeningAnticipate where the conversation is going Objectively weigh what has been saidTry to understand contributions from the speakers point of viewPeriodically review and summarize what has been said

SupportingAssume that others have useful ideas and viewpointsPoint out the useful aspects of ideas as they are presentedBuild on these useful aspectsAvoid unnecessary criticism

DifferingState differences as their own concerns (without implying that the person with whom they are differing is wrong)Clearly specify their differencesFocus on the reasons for the differencesTreat differences as a source of ideas rather than a source of interpersonal conflict

ParticipatingRecognize that you are facing the problem as a groupState things in terms of The group thinks thatDetermine whether everyone agrees with statements regarding the groups positionAsk less talkative members for their ideas and opinions

THE RATIONAL PROCESSAnalyze the situationSet objectivesSimplify the problemConsider alternativesDiscuss the consequences

Analyze the SituationConstraints? (e.g., weather, distances, members capabilities and limitations)Resources availableAspects of situation that are certain are distinguished from assumptionsFactors that are uncertain are identified, discussed, and assessed

Set ObjectivesClearly identify objectives at or near the beginning of discussionDiscuss constraints and forces working against reaching the objectivesView actions NOT as objectives, but rather as possible strategies for reaching the objectives

Consider AlternativesId and clearly define alternative strategiesDiscuss the relative merits of each possible strategyDo NOT dismiss alternatives without evaluating them

Discuss ConsequencesIdentify the possible consequences of the strategies discussedEstimate the likelihood of these consequencesEstimate their severityCompare alternative strategies in terms of their consequences

Reaching A Consensus DecisionVoting and majority rule are NOT used to defeat dissenting membersPriority is placed on ranking the items in a way that all members can live withAlternatives and rankings are modified to satisfy members with serious reservationsMembers build on that union which they agree (rather than focusing on areas of disagreement)

Improving Group Problem Solving and Decision Making EffectivenessGroups can improve their effectiveness by striving toward a synergistic approach to problem solving and decision making. On a personal level members should seek out opportunities to practice and obtain feedback on the rational and interpersonal skills describe here. As a group, members should agree to reinforce effective rational and interpersonal skills and processes by interacting in a constructive manner and monitoring their progress in developing more Achievement-oriented, Self-actualizing, Humanistic, and Affiliative modes of interaction.

The following slides explain the specific process involved in working together as a group to solve a problem.Effective decision making is the product of the quality of the decision, multiplied by the degree to which the decision is accepted by those who must implement it.

For example, lets assume that the thinking behind a particular decision is rational and creative, and that the objective quality of the decision is high ( Q = 10). If, however, the people who must implement the decision dont accept it (A = 0), the decision may not be implemented properly. Therefore, the overall effectiveness of the decision is low ( 10 X 0 = 0). The reverse is also true.

Effective solutions are likely to be identified when groups maximize their use of available knowledge, resources, and task skills by exhibiting constructive (as opposed to defensive) interactions styles. It is further promoted when members approach problems in a rational, interpersonally supportive manner.

Synergy occurs when the interactive efforts of two or more people have a greater impact than the sum of their independent efforts. Synergistic problem solving is achieved when groups maximize their use of available resources, knowledge, and task skills by exhibiting constructive (as opposed to defensive) interaction styles. It is further promoted when members approach problems in a rational, interpersonally supportive manner.* The outcome is an effective solution-one that is both accepted by members and of higher quality than their individual solutions.

Effective rational and interpersonal processes also promoteand are reinforced byconstructive group interaction styles, including those oriented toward Achievement and Humanistic patters of behavior. As opposed to Passive/Defensive and Aggressive/Defensive styles, which detract from effective solutions and decisions. Constructive group styles contribute to both the quality and acceptance of group solutions.

The interpersonal process involves the skills you see listed here.

The effective use of these skills results in people behaving more cooperatively and creatively when interacting.

People often fail to listen to each other when working in groups. Members are not listening when they are interrupting each other, jumping from one subject to another, or carrying on more than one conversation at a time. When one person is talking, others might be thinking about something else, preparing an argument or response, or mentally evaluating the speaker.

Active listening requires that members do the things listed on this slide.Group members sometimes focus on thats wrong with an idea and/or immediately shoot suggestions down. When this happens, good ideas go unrecognized, a defensive climate is created, and people withdraw from the conversation. In situations where every bit of information is important, a lack of supportiveness can be particularly damaging.

Being supportive requires that group members pay attention to the four points on this slide.Some groups run into trouble because they are too supportive. Members might avoid disagreeing because they dont want to create conflict, offend others, or slow the group down. This can lead to the acceptance of poor solutions that some members might privately question. Constructive differing requires that members follow the guidelines listed on this slide.Sometimes group discussions are dominated by one or two members. People who might dominate discussions because of their interpersonal style, need for recognition, or presumed status/position. However, such factors often are unrelated to the amount of information and insight these individuals actually have about a specific problem.

Thus it is important that all members feel comfortable enough to express their ideas.

Full participation requires that members advocate the use of these four strategies.The rational process involves the skills we use in thinking a problem through to a solution. Effective use of the five steps on this slide should result in a rational course of action--one that can be followed to a successful conclusionEarly in the problem-solving process, the group should sort out the facts of the situation from the assumptions being made about it. Assumptions like we can make ti if we walk differ from facts like we have these items on hand and were 50 miles fromThe group should not only identify its objective(s), but also distinguish them from actions. In the survival simulation, the objective is to survive: walking out or staying at the crash site and attracting attention are actions or strategies. When actions are viewed as objectives, members can bet so caught up in them that they lose sight of what theyre trying to accomplish. Groups that fail to acknowledge and consider more than one strategy risk accepting a suboptimal, or, in this case, fatal course of action. It helps to first list out, specify and understand alternative strategies without judging their merits. After all alternatives are proposed and understood, the group should evaluate them.Groups must decide whether the alternatives being considered are likely to lead to the objective, and discuss the possible consequences of each alternative. Consequences include getting lost, being injured, succumbing to the temperature, etc. If adverse consequences are considered, the group is more likely to reject alternatives that are superficially attractive. In business and other organizations, members are less likely to implement a decision if they dont accept it--yet, the coordinated and cooperative efforts of all members are necessary for effective implementation.

In this exercise, it is important that all members can agree with and support the groups decision. A consensus decision is likely to be reached in groups using appropriate interpersonal and rational processes.

Such a decision is even more likely if groups following the guidelines listed on this slide.