Grupinių sprendimų priėmimo sutarimu proceso modeliavimas

LTStraipsnyje pateikti struktūriniai modeliai grupinių sprendimų priėmimo sutarimu procesui valdyti, kuriais vadovaujantis grupės vadovas (lyderis) gali kontroliuoti, ar grupė nenukrypsta nuo tikslo. Grupė nukreipiama siekti efektyviausio rezultato per privalomą visų grupės narių dalyvavimą diskusijoje, kiekvienam individui išsakant ir ginant savo nuomonę, “gesinamos” emocijos, nukreipiant konstruktyvios kritikos linkme. Taikant minėtus modelius sprendimų efektyvumas padidėja 11%-28%.

ENAs in the process of a discussion even when the discussion concerns very important and actual for everybody things people, even without any suspicion, consciously or unconsciously have a feature “to get off the subject”, besides, in the group there is always a possibility that one or some people shall be interested to divert consciously the discussion to the direction they wish hoping (despite the reasons), to their mind, for a decision which could satisfy their interests more, paying no attention to the interests of the organization (formulation of the problem, the objective of the decision is usually set by the administration), so in making group decisions the head of the group should watch vigilantly the discussion (process of making a decision) to develop in the direction of making the most effective decision and not digress away from the objective. Besides, it is not enough permanently to remind people “not to forget the objective” - they must know what and when should be concretely done for achieving the objective. So the models created (the models of the structure of the process of making a decision) are just helpful for the group not to digress away from the course in the direction of making a decision. It was proved by experiments that even quite experienced and theoretically well prepared leaders, who follow only generalized existing management theories (they should be followed!) in making specific decisions of specific groups (4-6 persons) by a consent when the expression of different characters, different interests, objectives, ambitions, provisions and points of view act and interact, especially when in defending his opinion somebody uses offense or ungrounded not constructive criticism in the level of emotions and not a sound mind, are not able to make an effective group decision by a consent.The models (structures) regulating the process of making decisions obviously improve the making of group decisions, but such structures should be explained not only theoretically, but also provided for the members of the group for individual usage. Thus the rational bureaucracy (Weber, 1965) justifies itself in this too. So the management of the process of making group decisions by dividing all the process into separate small structural stages (steps) makes all the process more rational, the management of the process becomes conscious as it helps to avoid the digression from the objective at which the group aims. By using created models of the process of making decisions of group management by consent the effectiveness increased by 11-28%.