NGT + MDS: an adaptation of the nominal group technique for ill-structured problems
Article Abstract:
This selection for the methodology section, by Professor Stanley Frankel, addresses a subject commonly confronted by social science researchers, administrators, managers, and policy makers: identifying and clarifying a problem, and then generating acceptable solutions for this problem. Often the methods used to do this are confusing, nonspecific, and either overly complex or overly simplistic. Problem-solving methods sometimes produce solutions that do not directly address the problem, because the problem is never clarified; or the methods produce "nonsolutions," because of a lack of agreement as to the problem to be solved. Dr. Frankel attempts to address these issues with suggestions for dealing with problems he believes fall under the rubric "ill structured." These suggestions are important because they direct us to take "first things first" by gaining assurance that the problem is specified and understood. Of equal importance is his suggestion that complex problems are rarely adequately addressed through single solutions. The techniques presented below assist in considering multiple or alternative solutions to problems that may then be compared and synthesized to bring richer, more satisfying , and desirable responses to the complex problems faced in the social environment. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1987
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The work group and its vicissitudes in social and industrial psychology
Article Abstract:
At various times the small group in the work place has been seen as either the organization's means of controlling workers or a response to increasing power and demands. This article analyzes shifts in social science research and theory on these groups, illustrating this ambivalence by discussing the attitudes of Le Bon, Taylor, Allport, Mayo, Sherif, Lewin, and others. The authors then present a historical survey of the image and reality of work groups during 1935-1981, which they found depended on the relative power of labor and capital as indicated by strikes and employment rates in specific periods. At times when worker power peaked, democratic, group-oriented methods were advocated; when worker power declined, individualistic, authoritative approaches prevailed. The authors conclude that as more psychologists become unionized the needs of workers rather than management - particularly alienating work conditions and harmful consequences of lack of worker control - could be an increasing focus of their attention. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1987
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Conclusion: what makes large group interventions effective?
Article Abstract:
In this final article we summarize our learnings about large group interventions as we discuss the work presented here, our interactions with the authors and others with large group experience, and our own experience. We believe that these large-scale events reflect a shift in the model of organizational change practice. We explore the major dynamics that are critical to understanding large group events. We also discuss that possibility that what we are seeing here is the emergence of a new form of management practice. We include two cases that bear on this issue, and we raise questions about the conditions under which large group interventions are appropriate. Finally, we discuss the kind of learning that is possible in these events. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1992
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