Page 289 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

272 Chapter 10

Even when you reach consensus and group members are satisfied with the solution, oth-
ers may see problems the group has missed. It’s a good idea to second-guess your choice.

Second-Guess the Tentative Choice Before Fully Committing to It After consensus has
emerged in a group or a group has chosen an alternative in another way, members
should, if possible, consider that choice a tentative one and second-guess it, perhaps
in a meeting held especially for that purpose. Hirokawa’s research shows that one of
the most crucial functions a group should perform is assessing the potential negative
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consequences of a decision. This can be especially difficult toward the end of a
group’s problem-solving process because, when groups sense closure, they begin rein-
forcing their hard work, and it’s difficult to switch gears. Hirokawa found that when
members of effective groups begin to screen the alternatives, they first spot the seri-
ous defects. Once they find an alternative they like, they switch strategies and begin
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to detail the positive aspects of the alternative. It can be really hard at this point to
revisit their choice, but that is exactly what members should do to ensure they haven’t
overlooked a fatal flaw. The RISK technique can help them do that.
RISK Technique
A small group Using the RISK Technique to Second-Guess the Choice The RISK technique is
procedure for designed specifically to allow a group or organization to assess how a proposed policy
identifying and or change might negatively affect the individuals and groups involved. The six basic
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dealing with all risks, steps in the RISK technique are summarized in Table 10.6.
fears, doubts, and Using the RISK procedure can benefit the entire organization as well as the group.
worries that members If the registration staff had used this procedure, especially if they had invited others to
have about a new
policy or plan before the meeting who would be affected by the change in drop-add procedures, they would
it is implemented. have discovered the downsides of the proposal in terms of cost and loss of good-
will from the students. The Major League umpires not only insulated themselves and

TABLE 10.6
Steps in the RISK 1. The leader describes the proposed solution or change in policy in detail and
technique asks for any concerns they might have about the proposal.
2. Members brainstorm to discover all potential problems with the solution or
change in policy.
3. Problems are posted, round-robin fashion, so they are accessible to all members.
Members can add to the list as they think of new problems. They may also seek
clarification or elaboration, remembering to be constructive; otherwise, others
may feel threatened, and other risks may not come forward for consideration.
4. A master list of all problems is compiled and distributed to all participants, who
can add additional problems to the list. This list can also be distributed to others
outside the group who may be affected by the proposal for their input.
5. Risks are discussed one at a time in a subsequent meeting. Minor risks or ones
easily handled are removed from the list.
6. Serious risks are compiled into an agenda for future problem-solving
discussions. These can be handled in another problem census.
7. Look for possible modifications of the proposal in the discussion of risks in step
6. If the risks cannot be resolved, the group needs to reconsider the proposal
and possibly discard it.

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