Using the technique of dialectical inquiry will certainly help to ensure that the final results of a particular study will not depend on any of the team member’s biased attitudes. According to O’Neill, Hancock, Zivkov, Larson, and Law (2016), certain factors can influence the views of some participants, for example, colleagues’ authority. The method of dialectical inquiry will make it possible to exclude such factors and allow expressing independent judgments regarding a specific problem. The result of this discussion will be a general picture of the issue, and the contribution of each member of the group to work will be significant.
With regard to group thinking, this practice can be useless in some cases. However, it does not mean that this method of decision-making can be completely ignored. In case the collective consists of representatives that do not differ significantly by position, age, or other significant features, this technique can be effective enough. As Kaner (2014) notes, the chain of ideas offered in the brainstorming process can ultimately be formed into competent and reasonable solutions. Therefore, it is essential that no external factors influence the decision-making process of some people in the group.
It is not very difficult to overcome the obstacles of group thinking while observing several conditions. Thus, for example, all the members of a particular group should clearly understand the ultimate goal of their work and focus on it so as not to be distracted by secondary tasks. Also, it is essential that all the participants of the team have the same goal so that the decision-making process could not turn into discussions and mindless disputes. As de la Torre-Ruiz, Ferrón-Vílchez, and Ortiz-de-Mandojana (2014) claim, it is important to take into account the group members’ perception of the task in order not to face misunderstanding and conflicts. Therefore, the more participants are interested in achieving the same objective, the higher is the chance of a quick and effective discussion.
References
de la Torre-Ruiz, J. M., Ferrón-Vílchez, V., & Ortiz-de-Mandojana, N. (2014). Team decision making and individual satisfaction with the team. Small Group Research, 45(2), 198-216.
Kaner, S. (2014). Facilitator’s guide to participatory decision-making San Francisco, CA: John Wiley & Sons.
O’Neill, T. A., Hancock, S. E., Zivkov, K., Larson, N. L., & Law, S. J. (2016). Team decision making in virtual and face-to-face environments. Group Decision and Negotiation, 25(5), 995-1020.