Group Problem Solving: An Improved Managerial ApproachBusiness Pub. Division, College of Business Administration, Georgia State University, 1988 - Business & Economics - 231 pages This book focuses on problem solving groups, a managerial technique adopted by numerous organizations in recent years. The author deals with why such groups fail and how to make them more effective. In this book you'll learn: Why you should consider forming managerial problem-solving teams; when you should form a team and when you should go it alone. How to improve your group leadership skills and run more effective team meetings. How to select the right team members, develop a proper group character, and seek projects to improve your department's performance. How to diagnose problems, generate skeletal ideas, screen them, and then flesh out the best contenders. How to focus on strategies for selecting the best action and then implementing it. How to design programs to train your staff effectively in new problem-solving techniques. Group Problem Solving is important reading for managers interested in practical, down-to-earth methods of transforming static group performance into dynamic group action! |
Contents
Improving Decision Making | 6 |
Team Problem Solving | 9 |
Why Teams Fail | 39 |
Copyright | |
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acid bath alternative solutions Alternative Worldview Method Andrew Grove assign assumptions base rate data Behavior black filament buckets carbon causes Chapter chip cohesive consensus constructive conflict counter-implementors creative Creative/Divergent critical thinking Critical/Convergent decision goals decision-making styles defective DeKalb County develop devil's advocate Diagnosis and alternative discussion effective entrepreneurial problems evaluate Exhibit Extrovert factors feel firm Gantt Chart group members Groupthink Hapeville heavy rail heuristics ill-structured problems implementation improve individual Ineffective groups installation Introvert Intuition Intuitors Irving Janis Isabel Briggs Myers judgment managerial MARTA Model multiple Myers-Briggs Type Indicator Nominal Group Technique norms operate option organization participation Pearl Harbor performance Perry Homes phase potential problem present problem-solving team Proctor Creek psychological functions psychologist rail line reformulate rejected representativeness data representativeness heuristic second-look meeting seek selective perception senior management skeletal ideas solving stakeholders strategy subgroups subordinates team leader team members team's workers