20 cadres et méthodologies de prise de décision de groupe

Six Thinking Hats The Six Thinking Hats model was created by psychologist Edward de Bono in 1986, who noted that personality type was a key driver of how people approached problem-solving. For example, optimists view situations differently from pessimists. Analytical individuals may generate ideas that a more emotional person would not, and vice versa. Value Stream Mapping Value stream mapping uses flowcharts to analyze and then improve on the delivery of products and services. Value stream mapping (VSM) is based on the concept of value streams – which are a series of sequential steps that explain how a product or service is delivered to consumers. Affinity Grouping Affinity grouping is a collaborative prioritization process where group participants brainstorm ideas and opportunities according to their similarities. Affinity grouping is a broad and versatile process based on simple but highly effective ideas. It helps teams generate and then organize teams according to their similarity or likeness. Fishbone Diagram The Fishbone Diagram is a diagram-based technique used in brainstorming to identify potential causes for a problem, thus it is a visual representation of cause and effect. The problem or effect serves as the head of the fish. Possible causes of the problem are listed on the individual “bones” of the fish. This encourages problem-solving teams to consider a wide range of alternatives. SCAMPER Method Eighteen years later, it was adapted by psychologist Bob Eberle in his book SCAMPER: Games for Imagination Development. The SCAMPER method was first described by advertising executive Alex Osborne in 1953. The SCAMPER method is a form of creative thinking or problem solving based on evaluating ideas or groups of ideas. MECE Framework The MECE framework is an exhaustive expression of information that must account for all conceivable scenarios. While the framework is used in categorizing information and data processing, it is commonly used in formulating problems and then solving them. The MECE framework is a means of the exhaustive grouping of information into categories that are both mutually exclusive (ME) and collectively exhaustive (CE). Nadler-Tushman Congruence Model The Nadler-Tushman Congruence Model was created by David Nadler and Michael Tushman at Columbia University. The Nadler-Tushman Congruence Model is a diagnostic tool that identifies problem areas within a company. In the context of business, congruence occurs when the goals of different people or interest groups coincide. Lewin's Change Management Lewin's change management model helps businesses manage the uncertainty and resistance associated with change. Kurt Lewin, one of the first academics to focus his research on group dynamics, developed a three-stage model. He proposed that the behavior of individuals happened as a function of group behavior. Nominal Group Technique The nominal group technique was initially conceived by Andrew H. Van de Ven and Andrew L. Delbecq in their 1975 book Group techniques for program planning: A guide to nominal group and Delphi processes. The nominal group technique (NGT) is a brainstorming framework that encourages equal contribution from stakeholders and facilitates group consensus on key issues, problems, and their solutions. Tuckman's Model of Group Development Tuckman suggested groups transition through five stages of development, starting from the time the group first meets until project completion. As members of the team become familiar with each other, the team itself becomes more mature as relationships become established. During the developmental phase, the leader of the group also adopts a new leadership style. Tuckman’s stages of group development were developed by psychologist Bruce Tuckman in 1965. Tuckman’s stages of group development is a concise and elegant framework for team development and behavior. Schein's Model of Organization Schein’s model of organizational culture was developed in 1980 by Edgar Schein, then Sloan Professor Emeritus at the Sloan School of Management at MIT. Schein’s model of organizational culture is a framework explaining the impact of company culture on an organization with a focus on learning and group dynamics. ERG Theory The ERG theory was developed by American psychologist Clayton Alderfer between 1961 and 1978. The ERG theory is a motivational model based on Maslow’s hierarchy of needs. The ERG theory is based on an acronym of three groups of core needs: existence, relatedness, growth. Mendelow Stakeholder Matrix The Mendelow stakeholder matrix is a framework used to analyze stakeholder attitudes and expectations and their potential impact on business decisions. Functional Leadership Model The functional leadership model concentrates on how leadership occurs as opposed to who does the leading. The functional leadership model argues that leadership does not rest with any one individual. Instead, it is based on a set of behaviors collectively embodied by the group that assists in task completion. Groupthink Groupthink occurs when well-intentioned individuals make non-optimal or irrational decisions based on a belief that dissent is impossible or on a motivation to conform. Groupthink occurs when members of a group reach a consensus without critical reasoning or evaluation of the alternatives and their consequences. Ringelman Effect The Ringelmann effect describes the tendency for individuals within a group to become less productive as the group size increases. Action-Centered Leadership Action-centered leadership defines leadership in the context of three interlocking areas of responsibility and concern. This framework is used by leaders in the management of teams, groups, and organizations. Developed in the 1960s and first published in 1973, action-centered leadership was revolutionary for its time because it believed leaders could learn the skills they needed to manage others effectively. Adair believed that effective leadership was exemplified by three overlapping circles (responsibilities): achieve the task, build and maintain the team, and develop the individual. Collective Intelligence Collective intelligence refers to the enhanced capacity that emerges from the collaboration, collective efforts, and competition of multiple individuals. Collective intelligence (CI) emerges when the contributions of teams or groups of people become more than the sum of their individual parts. Indeed, Harvard Business review suggests collective intelligence refers to “the ability of a group to self-organize and to demonstrate a global behavior that demonstrates a greater cognitive ability than that of any individuals who comprise the group.” Abilene Paradox The Abilene paradox was first introduced by management expert Jerry B. Harvey in a 1974 article entitled The Abilene Paradox: The Management of Agreement. The Abilene paradox occurs when a group of people collectively decide to act in a way that contradicts the preferences of most or all the individuals in the group. Nudge Theory Nudge theory argues positive reinforcement and indirect suggestion is an effective way to influence the behavior and decision making of individuals or groups. Nudge theory was an idea first popularized by behavioral economist Richard Thaler and political scientist Cass Sunstein. However, the pair based much of their theory on heuristic research conducted by psychologists Daniel Kahneman and Amos Tversky in the 1970s. Main Free Guides: Business Models Business Strategy Business Development Digital Business Models Distribution Channels Marketing Strategy Platform Business Models Tech Business Model

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Gennaro Cuofano