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.

Category	Description
Name	Nominal Group Technique (NGT)
Purpose	NGT is a structured group decision-making method used to generate, evaluate, and prioritize ideas or solutions from a group of participants. It helps reach a consensus and make informed decisions.
Origin	Developed in the 1960s by Delbecq and Van de Ven.
Participants	Typically involves a small group of 5-9 participants, including subject matter experts, stakeholders, or team members.
Process	1. Silent Idea Generation: Participants independently generate ideas or solutions in writing, typically related to a specific problem or topic.<br>2. Round-Robin Sharing: In a structured manner, each participant shares one idea at a time, without discussion.<br>3. Idea Clarification: Participants discuss and clarify the ideas shared, seeking further details or context.<br>4. Voting and Prioritization: Participants individually vote or score the ideas to prioritize them.<br>5. Final Ranking: Ideas are ranked based on the cumulative votes or scores, and the top-ranked ideas are selected.
Facilitator’s Role	A facilitator guides the process, ensures equal participation, and maintains the structured flow of the session.
Advantages	1. Ensures equal participation and encourages quieter members.<br>2. Structured approach leads to a comprehensive list of ideas.<br>3. Promotes critical thinking and idea clarification.<br>4. Facilitates group consensus and decision-making.<br>5. Useful for complex problems or when diverse perspectives are needed.
Challenges	1. Time-consuming, especially with larger groups.<br>2. Requires a skilled facilitator to manage the process effectively.<br>3. Potential for dominance by outspoken participants.<br>4. Limited creativity compared to brainstorming.
Applications	NGT is used in various fields, including business, healthcare, education, and research, for:<br>1. Problem-solving and decision-making.<br>2. Idea generation for new products or services.<br>3. Priority setting and resource allocation.<br>4. Conflict resolution.<br>5. Requirements gathering and project planning.
Example	A project team uses NGT to generate and prioritize ideas for improving customer service in a retail store. Each team member independently writes down their suggestions, which are then discussed and ranked using NGT’s structured process. The top-ranked ideas are implemented to enhance customer satisfaction.
Outcome	NGT results in a ranked list of ideas or solutions, providing a clear direction for decision-making. It fosters consensus among participants and ensures that the most promising ideas receive attention and action.

Table of Contents

Understanding the nominal group technique

One of the key traits of the NGT is an emphasis on enabling all participants to share their views and contribute to decision-making.

The technique enables those who may feel excluded from the brainstorming process to contribute to consensus, and is ideal in situations when:

The team is dominated by one or two individuals.
Some team members perform better when able to think in silence.
There are concerns over a lack of participation from some individuals.
The team’s ideas lack quality or quantity.
There exists a power imbalance between the moderator and team members or within the team itself.
The topic of discussion is controversial, and
The team is comprised of new members.

The NGT five-step process

How does the NGT process play out? Let’s detail the five steps below.

Step 1 – Preparation and introduction

To start, a room should be prepared with tables arranged in a U-shape and a flip chart with masking tape, pens, and pencils placed at the open end of the U.

Chairs should be set out for teams between 5 and 9 individuals.

The facilitator then welcomes the team with an opening statement that explains the purpose and procedure of the session and also the importance of equal contribution.

Step 2 – Ideation

The facilitator then states the issue, problem, or question and asks each team member to write down as many solutions as possible in a set period.

Most teams shoot for 5 or 10 minutes, and this process must be carried out in silence.

Step 3 – Idea recording and sharing

In step three, team members share the ideas they have written down and each is recorded by the facilitator on the flip chart.

The facilitator works their way around the room until all ideas have been presented in a process that may take 30 minutes or so.

There must be no debate of ideas at this point.

Step 4 – Group discussion

In step four, the individuals are invited to seek further clarification on any of the ideas presented by others.

Duplicate or similar ideas can be eliminated and discussions should center on clarifying meaning, asking questions, explaining logic, or expressing agreement or disagreement.

The facilitator plays an important role here. They ensure that the team does not spend too long on a single idea and that the conversation does not become critical or judgemental. Allow for 30 to 45 minutes to complete this step.

Step 4 – Group discussion

Lastly, the team prioritizes the ideas with respect to the original issue, question, or problem.

Some teams use multivoting to narrow the list of potential solutions to a final choice or at least two or three potentials.

In keeping with the NGT, the voting process should be conducted in private before results are tallied.

Other teams may score each idea based on how much time or work is required to implement, with the most resource-intensive options attracting the highest scores.

Others still may rank the solutions based on specific criteria the facilitator has deemed the most important.

Regardless of how solutions are voted on or scored, the process should be written on the flip chart so that everyone feels included.

When to Use Nominal Group Technique (NGT):

NGT is suitable in various business scenarios:

Idea Generation: When a group needs to generate a large number of ideas for a specific challenge or problem.
Problem-Solving: When a complex problem requires multiple perspectives and expertise to find a solution.
Priority Setting: When the group needs to prioritize a list of options or solutions based on predefined criteria.
Conflict Resolution: In situations where conflicting viewpoints within a group need to be addressed collaboratively.
Innovation Workshops: In innovation workshops or brainstorming sessions to ensure systematic idea collection and prioritization.

How to Implement Nominal Group Technique (NGT) Effectively:

To effectively implement the Nominal Group Technique, consider the following steps:

Preparation: Define the problem or challenge to be addressed and select a diverse group of participants with relevant expertise.
Introduction: Explain the NGT process to participants, emphasizing the importance of equal participation and anonymity.
Silent Idea Generation: Ask participants to individually generate ideas or solutions in silence, usually by writing them down on sticky notes or cards.
Idea Presentation: In a round-robin fashion, have each participant share one idea at a time without discussion or debate. Record all ideas on a visible board or flipchart.
Clarification: Allow participants to seek clarification on any idea, but do not engage in extensive discussions.
Voting and Prioritization: Provide participants with a set number of votes or points and ask them to prioritize the ideas or solutions presented. This can be done using a voting system or ranking.
Scoring and Ranking: Calculate the total scores for each idea or solution based on the votes received. Rank them according to their scores.
Discussion and Final Decision: Finally, engage in a group discussion to review the ranked ideas, address any remaining questions or concerns, and make a final decision or action plan.

Drawbacks and Limitations of Nominal Group Technique (NGT):

While NGT is a valuable group decision-making tool, it also has drawbacks and limitations:

Time-Consuming: NGT can be time-consuming, particularly in large groups or when dealing with a complex problem.
Resource Intensive: It requires facilitation and coordination, which may involve additional resources.
Potential for Dominance: Some participants may still dominate the discussion during the clarification and final decision phases.
Limited Interaction: The technique minimizes interaction during the idea generation phase, which can limit spontaneous creativity.

What to Expect When Using Nominal Group Technique (NGT):

When using the Nominal Group Technique, expect the following outcomes and considerations:

Structured Decision-Making: NGT provides a structured and systematic approach to group decision-making, ensuring that all perspectives are considered.
Prioritized Solutions: The technique results in a prioritized list of ideas or solutions based on group consensus or voting.
Equal Participation: NGT encourages equal participation and minimizes the influence of dominant individuals within the group.
Resource Requirements: Be prepared for resource and time requirements, particularly in larger groups or complex problem-solving scenarios.

Key takeaways:

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.
NGT is ideally suited to brainstorming sessions dominated by one or two individuals who may crowd out others with their personalities. It is also useful for new teams, quiet teams, controversial topics, or when brainstormed ideas lack in quality or quantity.
The five simple steps of the nominal group technique include preparation and introduction, ideation, idea recording and sharing, group discussion, and voting and ranking.

Nominal Group Technique Highlights:

Origin: 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.”
Purpose: Nominal Group Technique (NGT) is a brainstorming framework that encourages equal participation and group consensus on key issues, problems, and solutions.
Ideal Situations:
- Dominated by a few individuals.
- Some members prefer silent thinking.
- Concerns about participation.
- Ideas lack quality or quantity.
- Power imbalances exist.
- Controversial topics.
- New team members.
Five-Step Process:
1. Preparation and Introduction: Set up room, explain purpose and procedure.
2. Ideation: Members silently write down solutions within a set time.
3. Idea Recording and Sharing: Facilitator records ideas without debate.
4. Group Discussion: Clarification, elimination of duplicates, discussion without debate.
5. Voting and Ranking: Prioritize solutions through voting, scoring, or ranking privately.
Facilitator’s Role: Guides discussions, ensures fairness, prevents dominance, and maintains focus.
Benefits of NGT:
- Equal participation.
- Reduced dominance of certain individuals.
- Opportunity for quieter members to contribute.
- Structured process for generating ideas.
- Objective group consensus.
- Addressing controversial topics more effectively.
Key Takeaway: NGT is a structured and inclusive brainstorming technique that ensures equal participation and group consensus by providing a process for generating, clarifying, and prioritizing ideas on key issues or problems.

Alternative Frameworks

Framework	Description	Key Features
Nominal Group Technique (NGT)	A structured group decision-making technique that involves generating and prioritizing ideas or solutions through a structured process of silent idea generation, round-robin sharing, clarification, and voting, aiming to maximize participation and minimize bias.	– Provides a structured process for generating and evaluating ideas or solutions within a group setting. – Ensures equal participation and encourages contributions from all members through individual idea generation.
Brainstorming	A group creativity technique that involves generating a large number of ideas or solutions to a problem or challenge in a free-flowing and non-critical environment, encouraging divergent thinking and the exploration of unconventional or novel ideas.	– Promotes creativity and innovation by allowing participants to generate ideas without criticism or judgment. – Facilitates idea generation through rapid ideation and building upon the ideas of others.
Delphi Technique	A structured communication method used to reach consensus among experts or stakeholders on a complex or uncertain topic, involving multiple rounds of anonymous feedback, iteration, and controlled feedback, aiming to reduce bias and elicit informed opinions.	– Maintains anonymity to reduce social influence and bias in decision-making. – Facilitates consensus-building through controlled feedback and iteration, allowing participants to revise their opinions based on collective insights.
Fishbone Diagram (Ishikawa)	A visual problem-solving tool used to identify and analyze the root causes of a problem or issue by categorizing potential causes into major categories (e.g., people, process, equipment, environment) and exploring relationships between causes and effects.	– Organizes potential causes of a problem into categories to facilitate systematic analysis. – Visualizes cause-and-effect relationships to identify root causes and prioritize areas for improvement or intervention.
Multi-voting	A decision-making technique used to prioritize options or alternatives by allocating a limited number of votes or points among a list of choices, allowing participants to express their preferences and reach consensus on the most important or preferred options.	– Facilitates group decision-making by allowing participants to allocate votes or points based on their preferences. – Provides a structured process for prioritizing options and identifying the most favored or feasible choices.
Force Field Analysis	A decision-making tool used to analyze the driving and restraining forces influencing a desired change or outcome, identifying factors that support or hinder progress and developing strategies to reinforce positive forces or mitigate negative forces.	– Identifies and visualizes factors that contribute to or impede progress towards a desired outcome or change. – Guides decision-making by evaluating the balance of forces and developing strategies to strengthen driving forces or overcome barriers.
SWOT Analysis	A strategic planning tool used to assess an organization’s strengths, weaknesses, opportunities, and threats, providing insights into internal capabilities and external factors that may impact performance, strategy, and decision-making.	– Analyzes internal strengths and weaknesses and external opportunities and threats to inform strategic decision-making. – Facilitates the identification of strategic priorities, risks, and opportunities for organizational development.
Scenario Planning	A strategic foresight technique used to anticipate and plan for future uncertainties by developing multiple plausible scenarios based on different combinations of critical uncertainties, allowing organizations to prepare for various possible futures.	– Develops multiple scenarios to explore various future outcomes and possibilities. – Helps organizations anticipate changes and uncertainties, mitigate risks, and identify strategic opportunities for adaptation and innovation.
Decision Trees	A decision-making tool used to evaluate and compare alternative courses of action by visually mapping out the possible outcomes, probabilities, costs, and benefits associated with each option, allowing decision-makers to identify the most favorable or optimal choice.	– Provides a structured framework for evaluating and comparing alternative courses of action. – Incorporates probabilities and costs to assess the expected value and risk of each option and identify the best decision under uncertainty.