If an organization is unwilling to embrace systematic problem-solving processes and tools, then the group should not be used for this purpose. A multi-round questionnaire procedure can be used instead to clarify the problem and/or solicit alternative solutions to the problem. Known as the Delphi Technique, this procedure is particularly effective when used with people who are busy or have incompatible work schedules.

A circulating notebook has also been suggested as an alternative to the problem-solving meeting. Instead of meeting to brainstorm or solve a problem, a statement can be sent around indicating what needs to be accomplished. A notebook is set up to which everyone can contribute. This notebook may be located in physical space or in digital space (web board or chat room). This freely accessible notebook becomes a repository for thoughts, ideas, and idle speculations—the same comments that might be made at a meeting.

Participants in the problem-solving venture are encouraged to look through the notebook to see what others have contributed. They are then instructed to respond directly or contribute a new idea or approach. If the notebook is a paper-and-pencil affair the new contents of the notebook should be routed to everyone in on the project and, thereby, present a new, sharper focus to keep the group moving forward. These notebooks are valuable resources for problem solving, brainstorming, exchanging ideas, and gaining consensus or agreement

Decision-Making

Once a group has become proficient in communication, managing conflict and solving problems, it is ready to tackle the task of becoming more effective in making decisions. Actually, this is not an all-or-nothing proposition. Typically, the authority to make decisions and the accompanying responsibility are slowly phased in. First, little decisions. Later, there will be big decisions. The phase-in should be gradual because this is often the most demanding and important process in which any group will engage. Without this careful preparation, groups often are ineffective in making decisions. The meeting often becomes a waste of time when the group flounders in making a decision. The meeting soon becomes even more wasteful, because the decision is now being made prior to the start of the meeting: “since the group can’t make a decision to save its soul, someone else will!” The meeting becomes nothing more than “window dressing” and tends to produce alienation and resentment, rather than any feeling of ownership for a decision that has already been made.