The Nominal Group Technique (NGT) is the most recently developed procedure. By combining some of the characteristics of the other techniques, NGT is characterized as a moderately structured decision process with the interpersonal characteristics of face-to-face groups.
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NGT passes through several stages. After the problem is stated clearly, group members sit together quietly and individually generate as many alternatives as they can. After about fifteen minutes, ideas are presented in round-robin fashion. Each individual presents a single idea, taking turns, until all the group’s ideas have been presented.
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The leader records them in full view at the front of the room. As in group brain storming, individuals are encouraged to hitchhike on other ideas. This process separates the ideas from the individual who has suggested them. Although each of the ideas is not strictly anonymous, as in the Delphi technique, the round-robin recording process may reduce some social pressure.
After everyone is clear about the entire set of suggestions, a voting or rating process is used to reach a group decision. Each group member might vote for the five alternatives that he or she feels are best, rank-ordering them from 1 to 5. Alternatively each of the ideas can be rated on a 10 point scale, from good (1) to bad (10).
Votes or ratings are written on private ballots. The chairperson tabulates the votes and announces them to the group. In most cases, the first ballot identifies a small set of possible solutions. If the vote should reveal a clear-cut winner, the group is finished. Also, this procedure provides backup alternatives should the initially chosen solution fail to produce a desired outcome.
In recent times most of the decisions in any large organisation are usually taken by a group of people (e.g., Board of Directors, Committees, Task-force, etc.) rather than by a single individual manager, however, brilliant bright or powerful the manager may be. Here we can see the advantages and disadvantages of group decision-making.