decision making in a group presentation

How To Present With A Group: 14 Expert Tips

Hrideep barot.

Presentation

If we consider the research and writing part of a presentation, then a group presentation doesn’t seem that different from a single-person presentation.

If you wish to deliver a successful presentation, you still need to put in a fair deal of individual research, writing, and practice. Even for the presenting bit: when you speak, the onus of delivering a great speech, as well as the audience’s attention, is going to be on you.

However, a group presentation is significantly different from a normal presentation.

While you’ll still have to do your own research, the amount of research you’ll have to do will probably be decreased, as the research material will be divided amongst all the members. Practice and delivery of the speech will not be merely an individual thing: you’ll have to work and synch it with the rest of the group.

Moreover, while it might seem that the individual responsibility is going to reduce if you’re delivering a presentation with more than one person, often the case is quite the opposite. This is because if a single person messes up–or simply doesn’t wish to put in as much effort as the others–the repercussions are going to be faced by the entire group.

However, group presentations don’t necessarily have to be a difficult thing. Think of your most favorite sports team: what makes the team the best? What makes them stand out from other teams? How are they successful?

The answer for what makes a sports team the best isn’t much different from what makes a group presentation the best:

Advance planning and division of work, having a strong leader, fostering a sense of comariderie between group members, as well as staying vigilant and supportive on the big day are the key to delivering an awesome group presentation.

And the goal isn’t as tough to achieve as you might think.

Stick till the end of this article to find out!

What Is A Group Presentation?

A group presentation is a collaborative exercise in which a team of speakers works together to create and deliver a presentation on a given topic. The number of members in a group presentation can range from anything between two to over ten! Group presentations are used in a variety of settings like school, workplace, colleges, seminars, etc.

While the task of presenting with a group of people might feel daunting, especially if you identify as a lone wolf, group presentations can be a great learning experience and teach you how to better navigate the task of dealing with a multitude of people with a multitude of opinions and experiences.

By keeping in mind a few things, group presentations can be delivered just as efficiently as single-speaker presentations.

Is A Group Presentation For You?

To decide whether you should deliver a group presentation or not, you need to decide whether the pros of a group presentation outweigh the cons for you.

Group presentations are great because they decrease workload, increase efficiency, improve the quantity and quality of ideas, and also provide you with experience to work in a group setting.

However, there are a few fall-backs to group presentation as well.

Sometimes, a few group members might not work as hard as the other ones, thus increasing the workload on the other members. Also, group members might have different ideas and opinions, which can cause clashes within the group. Coordinating between the group members might be a problem. And if you’re a shy person, you might find it difficult to speak out and voice your opinion in front of other group members.

So, there is no single answer to whether you should do a group presentation or not. Weigh in the pros and cons of doing one before making your decision.

Tips For Delivering A Group Presentation: The Preparation Stage

1. Decide On The Purpose Of Your Presentation

First and foremost, you must determine what is the purpose of your presentation. It might seem like a redundant step, but trust me: it’s not. You’ll be surprised by how different people perceive and understand the same topic.

So, say you’re delivering a research paper on the topic “The Effect Of The Coronavirus Pandemic On Street Animals”, sit down together and ask your group members what each individual person thinks the topic is about and the points they feel we need to include in it.

If possible, one member can jot down all the points that the other speakers make, and once all the members are done talking, you can come to a consensus about what to and what not to include in the presentation.

2. Choose A Presentation Moderator

In the simplest terms, the presentation moderator is the designated “leader” of a group. That is, they’re the one responsible for the effective functioning of the group, and to make sure that the group achieves their shared purpose i.e giving the presentation.

They sort out any potential conflicts in the group, help out other members when they ask for guidance, and also have the final say on important decisions that the group makes. The best and the simplest way to select the presentation moderator is by vote. This will ensure that every member has a say, and avoid any potential conflicts in the future.

3. Divide The Work Fairly

The next step is to divide the work. The best way to do this is to break your presentation into equal parts, and then to assign them to group members. While doing so, you can keep in mind individuals’ preferences, experience, and expertise. For example, if there are three people, you can divide your presentation into three sections: the beginning, the middle, and the end.

Then you can ask which member would feel more comfortable with a particular section, and assign the sections accordingly. In case of any overlap, the individual members can be asked to decide themselves who’s the better fit for the part. Alternatively, if the situation doesn’t seem to resolve, the presentation moderator can step in and assign parts randomly to the members; the members can do this themselves, too.

4 . Do A Member Analysis

To know the individual strengths and weaknesses of group members, it’s important to carry out a member analysis. Not everyone feels comfortable in front of a crowd. Or, someone could be great at building presentations, but not so good with speaking into a mic. On the contrary, a member might be an excellent orator but terrible with technology.

So, in order to efficiently divide the work and to have a seamless presentation, carry out a member analysis beforehand.

5. Individual And Group Practice Are Equally Important

Individual practice is important as it helps you prepare the presentation in solitude, as you would if you were the only speaker. Practicing alone is generally more comfortable, as you do not have to worry about other people watching or judging you.

It also allows you to prepare at your own convenience and time, while for group practice you’ll have to adjust to when it’s convenient for the other members to practice, as well.

Besides, the individual practice also saves the group’s time as each member can simultaneously but separately prep their own part, while group practice sessions are often longer as the other members generally have to pay attention to the speaking member instead of their own bit.

However, it’s essential to do group practice at least three to four times before delivering your presentation. This is important not just for the smooth delivery of the presentation, but also for the group members to grow comfortable with each other.

Group practice sessions also help you time out the total duration of the presentation, have smooth transitions between speakers, avoid repetitions, and also sort out any potential hiccups or fallbacks in the presentation.

6. Perfect The Transitions

A common fallback of group presentations is having awkward transitions between members. Not only will this be an unpleasant experience for the audience, but it might also make you waste precious time.

So, make sure you practice and perfect the transitions before the big day. It doesn’t have to be too long–even a single line will do. What matters is how well you execute it.

7. Bond With The Group Members

Bonding with the group is a great way to enhance the overall presentation experience; both, for yourself as well as the audience. This is because a better bond between the group members will make for the smoother functioning of the group, reduce potential conflicts, make decisions quickly and more easily, and also make the presentation fun!

The audience will also be able to sense, maybe even witness, this camaraderie between the members. They will thus have a better viewing experience.

There are many ways to improve the bonding between group members. Before the presentation, you could go out for dinner, a movie, or even meet up at one location–like somebody’s house–to get to know each other better. Group calls are another option. You could also play an ice-breaker if you’re up for some fun games!

8. Watch Other Group Presentations Together

This is another great way of bonding with the team and also improving your presentation skills as you do so. By listening to other group presentations, you will be able to glean a better idea of how you can better strategize your own presentation. As you watch the presentation, make note of things like the time division, the way the topics are divided, the transition between speakers, etc.

A few presentations you could watch are:

Delivering A Successful Team Presentation

Takeaway: This is a great video to learn how to deliver a great group presentation. As you watch the video, make note of all the different tips that each speaker gives, and also how they incorporate them in their own presentation, which goes on simulatenously with the tips.

Sample Group Presentation: Non-Verbal Communication

Takeaway: This is another great video that depicts how you can deliver a presentation with a group. Notice how the topics are divided, the transition between different speakers, and also the use of visuals in the presentation.

AthleteTranx Team Presentation- 2012 Business Plan Competition

Takeaway: Another great example of a group presentation that you can watch with your own group. In this video, keep a lookout for how the different speakers smoothly transition, their body language, and the way the presentation itself is organized to make it an amazing audience experience.

Tips For Delivering A Group Presentation: The Presentation Stage

1.Introduce All Members

A good idea to keep in mind while delivering a group presentation is to introduce all members at the onset of the presentation. This will familiarize the audience with them, and also work to ease the member’s nerves.

Besides, an introduction will make the members feel more included, and if done correctly, can also give a more shy member a confidence boost. The simplest way of introducing members is to have the person beginning the speech do it. Alternatively, the presentation moderator could do it.

Need some tips on how to introduce people? Check out our article on How To Introduce A Speaker In Any Setting (And Amaze Your Audience).

2. Coordinate Your Dressing

What better way to make people believe that you’re a team than dressing up as one?

Coordinated dressing not only makes the group stand out from the audience, but it can also make the group members feel more like one team.

A general rule of thumb is to dress one level more formally than your audience. Don’t wear your casual clothes: remember that it’s a formal event and your clothing must reflect that. Also, keep in mind individual preferences and beliefs while choosing the clothing.

This is important as if a person is uncomfortably dressed, it can have a negative impact on their performance, which will eventually be detrimental to the group performance.

Confused about what to wear on the presentation day? Check out our article on Guide: Colors To Wear During A Presentation.

3. Make Sure To Incorporate Visual & Audio Aids

Visual elements like photographs, videos, graphs, etc. Are a must in all presentations, group or otherwise. This is because visual aids help the audience better understand the topic, besides making the presentation a better experience overall. Same goes with audio elements, which include things like audio clips, music, background sounds etc.

So, if you wish to have your audience’s attention, make sure to incorporate tons of visual and audio elements in your presentation. You could also divide the kind of visual elements you use between different members: for example, one person could show a short documentary to expand on their point, and the other could make use of memes and animation to add a dose of fun to their part.

4. Pay Attention To What Others Are Saying

Another thing to keep in mind while delivering your speech is to pay attention to what the other speakers are saying. While it might be tempting to tune out others and use the extra time to rehearse your own presentation, it’s not a good idea to do so.

Remember that the audience can see each speaker on the stage. If you don’t look interested, then why should they pay attention? Besides, your lack of attention can make the speaker feel bad: if their own team members aren’t listening to them speaking, does that mean they’re doing a bad job? So, make sure to keep your eyes and ears on your teammate as they deliver their speech.

5. Remember All Speech Parts By Heart

This is a great way to ensure that you have a seamless presentation. One of the primary benefits of having a team to work with is knowing that you can turn to them for help if something goes wrong.

So, it’s important to not just practice and work together but to also be well-versed in what other group members are going to be saying. This will make it easier for you to cue or help someone if they forget their part. Also, if there’s an emergency or if a member is not able to make it to the speech, the other members can easily take their place.

6. Work Together For A Question And Answer Session

Q & A sessions are a common element in most presentations. They might seem daunting to an individual speaker, however, a group setting makes the session much easier. This is because an individual speaker doesn’t have to know everything about the topic.

The presentation moderator can simply refer to the speaker who is the most well-versed about the topic or is best able to answer the question from the group, and they can answer it.

Creative Ideas To Make Use Of Multiple Presenters!

There are many ways by which you can use the fact that there’s not just one single presentator but many to your advantage. A few of them are:

1. Add A Dose Of Fun With Skits!

Adding a dose of creativity to your presentation will greatly enhance its appeal to the audience, and make it more likely that they will remember your presentation in the future!

One way of doing this is by having a short skirt in the opening. This is another great way of introducing the members, and of warming up the audience to them.

A fun skit can not only expand on the topic you’re about to present but will also elevate the audience’s mood, which will improve their attention span as well as their opinion of you! What else could you ask for?

2. Make Them Engage With Cosplay!

Cosplay is another great way of making your presentation stand apart! This can make the presentation more interactive for the audience, as well, and earn you that sought-after dose of chuckling.

It’s not necessary to buy the most expensive costumes or be perfect in your cosplay, either. You can pick an outfit that’s easy to drape over your other outfit, and pick props that are easy to carry as well as versatile so that you can use them in other parts of your presentation as well.

3. Write & Sing A Song Together!

Listen, you don’t have to be a professional singer or composer to do this. You’re not trying to sell a studio album. All you need is a little dose of creativity and some brainstorming, and you can write a song that helps you explain a component of your speech better.

You could even summarize the entire topic in that song, and sing it in the end as a sort of post-credits scene (thank you, Marvel). Alternatively, the song doesn’t necessarily have to explain your speech, but can simply be a surprise element after you’re done with the main part of your speech!

4. Record A Short Film!

If you don’t want to have a live skit, another creative way to add fun to your skit is by recording a short film beforehand and playing it during your presentation. The film doesn’t have to be very long–even a few minutes work.

What matters is the content of the film, and how well-made it is. If not all members wish to act or record themselves, the ones that are not up for it can do the editing and compilation, or even write the script! After all, it’s not just actors that make a film successful: a strong director and writer are just as important!

5. Have A Continuous Story

Another great way to make the presentation seem more connected and seamless is by incorporating a continuous story. You can pick a story–or even make one up–related to your topic and break it up in sections.

Then, assign a section to each speaker. This will not only make the presentation more intriguing but if done right will also hook your audience’s attention and make them anticipate what comes next. Awesome, right?

FREQUENTLY ASKED QUESTIONS

Q. how do i begin a group presentation.

To begin a group presentation, have the moderator or any other group member introduce all other members and the topic that they’ll be speaking on. This might seem like a redundancy, however it is anything but useless.

This gives the chance to the audience to become familiar with the speakers, which is necessary if you want them to grow comfortable with you. Also, prior introduction of members saves the audience’s time, as each speaker will not have to re-introduce themself before driving into their topic.

If each member wishes to individually introduce themselves, then that can be done too. However, make sure that you’ve practiced transitioning between members smoothly, so as to avoid making the switch look awkward.

Next, share a brief summary of what you’re going to be talking about. Like the introduction, you could even split the summary among yourselves, with each speaker describing briefly what they’re going to be talking about. Tell the audience why it’s relevant, and how you’re planning to go about giving the speech. Incorporating attention-grabbing statements is another good idea.

This could be a sneak peek into what’s going to be coming in your presentation, or simply a relevant statement, fact or statistic. Make sure the introduction doesn’t last too long, as you want to keep the audience fresh and primed for the main content of your speech.

For some awesome opening lines, check out our article on 15 Powerful Speech Opening Lines (And How To Create Your Own).

Q. HOW DO I TRANSITION BETWEEN DIFFERENT SPEAKERS?

As mentioned before, having a smooth transition between speakers in the group is imperative to provide the audience with a seamless experience. The abrupt way of doing this would be to simply have the first speaker stop and for the other speaker to begin speaking.

However, a better way to transition would be by using transitional phrases. Pass the baton to the next speaker by introducing them. You could do this by saying something like, “To talk about the next topic we have…” Or something like, “Now I would like to invite…”

After verbally introducing them, it’s also a good idea to motion towards or look towards the new speaker. Also, if you’re the next speaker, it’s always good manners to thank the previous one.

Transitioning is one place where many presentations go wrong. Practicing the transition might seem redundant, but it’s anything but that. In fact, it’s as necessary as the practice of the other elements of your speech. Also, make sure to incorporate both, verbal and non-verbal cues while moving to the next speaker. That is, don’t just say that ‘A’ is going to be speaking now and then walk away.

Make eye contact with the speaker, motion for them towards the podium, or smile at them. That is, both speakers should acknowledge the presence of each other.

Make sure to practice this beforehand too. If you want, you could also have the moderator do the transitioning and introduce all speakers. However, make sure that your transitions are brief, as you don’t want to take up too much time from the main presentation.

Q. HOW DO I END A GROUP PRESENTATION?

For the ending of the presentation, have the moderator or any other group member step forward again. They can provide a quick summary of the presentation, before thanking the audience and asking them if they have any questions.

The moderator doesn’t have to answer all the questions by themselves: the members can pitch in to answer the question that relates to their individual part. If there’s another group presenting after you, the moderator can conclude by verbally introducing them or saying that the next group will take over now.

During the end, you could have all the presenters on the stage together, as this will provide a united front to your audience. If you don’t wish to finish the presentation with a Q & A, you could also end it by a call to action.

Or, you could loop back and make a reference to the opening of your presentation, or the main part of your speech. If you’d set up a question at the beginning, now would be a good time to answer it. This will increase the impact of your speech.

Make sure that the closing words aren’t vague. The audience should know it’s the end of the presentation, and not like you’re keeping them hanging for something more. Make sure to thank and acknowledge your audience, and any other speakers or dignitaries present. Lastly, just like the opening and the transitioning, practice the ending before you step onto the stage!

Want some inspiration for closing lines? Check out our article on 15 Powerful Speech Ending Lines (And Tips To Create Your Own).

Q. HOW DO I INTRODUCE THE NEXT SPEAKER IN A GROUP PRESENTATION?

There are many ways by which you can introduce the next speaker in the presentation. For starters, you could wrap up your presentation by simply summarizing what you said (make sure it’s a brief summary) and then saying the other speaker will take over from this point.

Or, you could finish with your topic and then give a brief introduction of the next speaker and what they’re going to be talking about. The introduction can be simply the name of the speaker, or you could also provide a brief description of them and their achievements if any.

To lighten the mood, you could even add a fun fact about the speaker in your introduction–this is, of course, provided that you’re both comfortable with it. You could also ask for a round of applause to welcome them onto the stage.

However you choose to approach the transition, make sure that your introduction is short, and not more than two minutes at the maximum. Remember that it’s the next speaker’s turn to speak–not yours. If you’re the incoming speaker, make sure to thank the speaker who introduced you. You could also respond to their description or fun fact about you. A smile doesn’t hurt, either!

Conclusion

To sum up, while group presentations might seem daunting at first, if planned and executed properly, they don’t have to be difficult at all! On the contrary, they can make the presentation a more seamless and fun experience overall. By doing thorough preparation in advance, dividing the work properly, as well as staying vigilant and supportive during the presentation, you can execute your next group presentation as easily as an individual project!

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How to run an effective group decision making process

Group decision making is how teams get stuff done. We join forces in order to achieve our goals, creating groups, teams, and whole organizations in order to advance toward a vision. Making decisions on how to move forward is an important part of making this work, but when it comes to group decision making, the process can become messy or ineffective. Why is it so common to argue over whether a group decision was taken or not? When should we decide together, and when is it ok for a group leader to go ahead with a final decision? What are the different ways of taking decisions? Which will work for you and your group members? In this article we’ll cover all you need to know, as a facilitator or team lead, to improve your group decision making.

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What is group decision-making?

Group decision-making is the act of collectively making a decision as a group, often using voting techniques and discussions to arrive at a consensus or majority.

While a group leader may still make a final decision in some scenarios, group decision making is defined by the fact that everyone in a group has some say in choosing from the option or solutions on the table. A group decision can be as simple as voting on where to hold your next team retreat, or it can be as complex as choosing the future vision for your product or company.

A group decision making process typically guides group members from first ideating on and critically reviewing possible solutions, all the way through to making a final choice. Whats crucial is that

What are the advantages of group decision making?

Choosing among different paths forward is hard enough when we are on our own, and it sounds pretty complicated to do it in a group. Done badly, collective decision-making can be frustrating, take more time, be a source of conflict, and ultimately lead to bad decisions! So, why decide together in the first place? What are the advantages to group decision making?

There are, ultimately, two main advantages to running a group decision making process:

Quality: Diversity of opinions can lead to more sustainable and more innovative solutions; risks can be spotted earlier when more pairs of eyes are scanning the horizon.
Buy-in: When people take part in choosing a course of action, they are more likely to contribute to its implementation.

The quality of a decision made collectively is often better than that made by an individual. During ideation, you often have as many ideas as there are contributors, and when a group discusses possible solutions, they’ll help ensure all bases are covered. Diverse groups are also better positioned to consider creative ideas and other group members may see the blind spots a group leader may have. This second point, buy-in, is often the main driver for opting for participatory, inclusive decision making rules. It’s especially important to include those people who are explicitly involved in implementing the results of a decision.

In the next paragraphs, we will look into how choosing a decision making process determines the level of engagement and participation.

What are the disadvantages of group decision making?

Conversely, there are two main risks associated with group decision making which are worthy to consider. Any group is subject to internal dynamics, and while none of these are blockers to making a decision as a team, it’s imperative you consider these ahead of bringing people together to make a decision.

Groupthink , meaning a situation in which the group chooses harmony over effectiveness. This leads to picking ideas that are low-risk, but also not innovative. The group will tend to coast along; enterprising minds and personal accountability are discouraged.
Timing and efficacy : achieving both effectiveness and inclusion is tricky. Inclusion and participation, especially at first, take a lot of time. In an emergency, a fast decision may be required.

Good facilitation practices are instrumental in avoiding those pitfalls. Mitigate the risk of groupthink by creating an environment of trust, giving space for individual reflection and ideation before sharing, and encouraging “black hat thinking”.

This term, a nod to DeBono’s Six Thinking Hats methodology , refers to having dedicated moments in which to look only at the risks and dangers of choosing a certain path.

The Six Thinking Hats #creative thinking #meeting facilitation #problem solving #issue resolution #idea generation #conflict resolution The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

As for the second pitfall—taking too long to decide or being ineffective—-this can be true at the start of your journey in collective decision making, but the time it takes will decrease with training, practice and the use of the right group decision making process.

When group confidence is low, or you approach group decision making in a haphazard fashion, it can be hard to reach the point where each group member feels able to make a decision.

The advice in the post is a great way to improve how your group decides together, though you’ll also find this list of group decision making techniques useful if you’re looking for a complete process and framework for collaborative decision making.

Also, a team can become skilled at choosing when to take group decisions , e.g. for overarching policies, and when to leave things up to individual decision making, e.g. in everyday operations. There is absolutely a balance to be found between using decision making when working on complex tasks and also finding a way to enable individual autonomy and avoid additional overhead. Discussing when it’s a good idea to decide together, and when to leave use individual decision making or small delegation, is a great start for a team conversation. Raising the group’s awareness around the topic of decision making is the first step toward improved decisions.

As a general rule of thumb, consider the size and impact of any decision before bringing it to all the members of your group. Involving group members in a decision about what you are having for your lunch isn’t the same as discussing what to order for the whole team!

How to choose a decision making process

How are decisions made in your organization? In most cases, groups rely on a combination of hierarchy (the person in power decides) and informality (someone decides but we don’t know how we got there). Sometimes this works, but a lack of clarity around how we decide can easily lead to resentment , and to faulty implementation. The more hierarchical the structure, the less information will flow to the top, leading to potentially damaging decisions. Furthermore, a decision taken top-down is harder to implement , as people might not understand it, might disagree, or the decision might make it harder for them to do their jobs. In full informality, which is what happens when a group of friends gets together to choose where to have dinner, there is a high risk of creating misunderstandings and conflicts. Who got to choose, and why? Is there a gluten-free option, and if not… well why didn’t you say that your cousin cannot eat pizza?

Awareness is key. The single best advice we can give about creating a decision making process is this: have a conversation around it. Clarify who is deciding what, when. Find out if this works for everyone, or if improvements need to be made. Share a vocabulary of decision-making: is this a consultation? Or is it a collective decision (aka deliberation)? Are we using consent?

In time, by getting familiar with the nuts and bolts of deciding, your team will become nimble at choosing how much decision-making responsibility should be shared and how much is a matter of personal accountability. Topics you might want to cover when creating a group decision making process with your team include:

How are decisions taken in our group?
Is this working well for us? Do we need to change anything?
What decisions do we take together and what is up to individuals?
What happens if a decision is not implemented?
How will I know what was decided (including if I missed the meeting)?

In this article, we have collected some training activities that can help make teams learn more about decision-making while having some fun in the process. Delegation levels, for example, is a training and discussion activity aiming to help a team clarify how much management should get involved in a decision, and when team members have the authority to act on their own.

Delegation Levels #leadership #decision making #agility #empowerment #wondercards The delegation levels are a model help leaders to find the appropriate level of delegation depending on the assessed situation

What decision-making processes can you use?

A healthy culture of decision-making begins with awareness of the different possible ways to take decisions. In short: deciding how to decide! Effective group decision making is built on a shared understand of the process you’ll be using.

In this section, we will look at different possibilities for decision-making processes and rules: when to use them, what the consequences of that choice are in terms of participation and engagement, and what to look out for. It’s a great starting point for improving group decision making in your organization!

How many ways of making decisions do you know? When I ask this question in trainings on group dynamics, participants are generally quick to point out at least these two: person-in-charge decides without consultation (“dictatorship!” say my students of peace studies), and majority vote. For an individual or a majority to decide are the main decision-making rules in the current political landscape, so they easily come to mind. Some digging leads to at least one other: a person-in-charge deciding with consultation . This is a common experience in many workplaces: your boss might ask for advice, but ultimately the choice, and the responsibility, falls with her.

The last two decision-making rules sit at opposite ends of a spectrum in terms of how much effort they require, and how much participation they elicit. A spectrum that runs from randomized methods of group decision making all the way to consent rounds . In the next paragraphs, we’ll go through each one of these group decision making processes and learn more about what they mean, and imply, for facilitating group decisions.

Person-in-charge deciding with consultation

In a consultation, a group is convened to provide support and advice to a person with whom the decision ultimately lies . One interesting point to note is that if the decision making rule is clear, there is no need for the group to reach a final agreement and converge. The group decision making process stops before that, and the decision maker or group leader can take divergent opinions home to mull upon and select later. The only real risk with this decision-making rule is that participants may cater to that one person exclusively, as he is the only one they need to convince: it will be harder to get the group to listen to one another. Participants may hide their own ideas just to please the boss . Good facilitation practices, particularly those that revolve around getting ideas in writing before sharing them and explicitly calling for ideas from other group members, can mitigate this risk, by building an environment of mutual trust in which contrary opinions are welcomed and not immediately shot down.

Person-in-charge deciding without consultation

A person-in-charge deciding without consultation may not be very inclusive, but it can be exactly what is needed in an emergency situation. You probably don’t want the fire brigade to sit down in a circle for an in-depth consultation before taking action! And even outside of emergency scenarios, if the person is an expert in their domain, and the problem is not overly complex (say, your doctor prescribing an antibiotic) this may well be the most appropriate rule.

Trouble brews at the horizon, though, when the town mayor organizes a meeting to discuss the new neighborhood traffic plan with citizens, except that all decisions have already been set in stone. The only possible role left for the attendees are those of passive listeners (or possibly protesters). In fact, a tendency to confuse meetings called for sharing information and for asking for advice has led to a lot of disappointment and mistrust in public participation projects. There is a tight connection between types of decision making rules and levels of engagement. In some group decision making processes (randomization and deciding without consultation), active engagement is discouraged.

Using these processes can be valid based on the decision that needs to be made, but be certain to let every group member know what to expect before joining such a decision making meeting.

Majority vote

In majority voting, in its many variations (50% +1, pondered majority, and so on) the group simply takes a vote, and the decision approved by the majority wins . “All in favor, raise your hands” is the default way of group decision making in many settings, at least in Western culture. It is of course the way democratic countries run elections. It’s fast, it’s efficient, and it is easy to understand. On the other hand, majority voting creates by its very nature an issue with representation of the minority. It is ok to just gloss over their interests? Maybe their point is valid, something the organization should listen to. In all likelihood, if their objections are not, at the very least, heard, they will stand in the way of the decisions’ implementation. Still, majority vote is familiar, scalable, and functional for large numbers of people. In the words of Sam Kaner’s classic Facilitator’s Guide to Participatory Decision-Making, “ When expedience is more important than quality, majority vote strikes a useful balance between a lengthy discussion […] and the lack of deliberation that is the danger of the other extreme.”

At the other end of the spectrum, for very important policy decisions, we find consensus and consent-based decision-making. Similar but different, these are sibling processes for seeking full agreement within a group.

Formal structures designed to reach consensus emerged in facilitation in the 1970s, in connection with direct action and nonviolent protest movements, particularly in the US. Today, they still enjoy a lot of favor in egalitarian groups such as many eco-villages, intentional communities, and cooperatives. The basic idea behind consensus is to seek full alignment and participation in the group, but to do it formally, step-by-step, in order to avoid the risk of groupthink or the effect of secret power plays.

When seeking consensus we seek for a decision “that everyone agrees with”. Agreed-upon hand signs or color codes (green for “full agreement”, red for a “block”) can be used to test the group. If any one person blocks the decision, it’s exactly that: blocked. At that point, the proposal needs to be re-shaped to integrate that person’s objection. As such, any final decision is a reflection of the opinions of every group member – this takes time and more group discussion than other processes. With respect to majority voting, consensus requires a lot more training, and discipline. Its advantages lie in building trust among members of a group, and ensuring participation and enthusiasm for implementing a decision. The power that a single individual has to block a whole group can be mitigated by adaptations, such as “voting to vote” (when a group that is consensus-based can decide to switch methods and vote) or “consensus minus one”.

In consent-based decision making we are not looking for “everyone agrees” but, rather for “nobody disagrees”. You may well be thinking: “But, wait, isn’t it the same thing?” Almost, but not really. To begin with, there is something to be said about the difference it makes in the human psyche to be looking for the “perfect, ideal, best solution for all” (which is where consensus tends to lead) and to be looking for a “good enough for now, safe enough to try” decision, as is the motto of sociocracy, a form of governance that is founded upon consent.

Sociocratisch Centrum co-founder Reijmer has summarized the difference as follows: “ By consensus, I must convince you that I’m right; by consent, you ask whether you can live with the decision “. The organization Sociocracy for All has manuals and materials to learn more about this form of governance, which was ideated by Gerard Endelburg in the 1970s.

While one should be aware that there is a lot more to Sociocratic organizations than the use of consent, I have found that knowing about the process for consent is immensely helpful to my day-to-day facilitation practice. Proposals are written somewhere visible before opening the discussion. Next, the facilitator invites a round of clarification questions: do we fully understand the proposal? Many potential misunderstandings and conflicts are avoided by this simple action. Later come rounds of what are called “quick reactions” which is a space to test how the proposal feels to people. A whole process is therefore followed before even testing for consent. And, furthermore, objections must be grounded in pragmatism and connected to the group’s purpose. This is not about looking for the best possible idea that everyone loves, but about looking for the plausible next step that everyone can live with .

Consent decision-making has many interesting aspects and tweaks that aim to satisfy effectiveness and equivalence at the same time. Despite requiring training and discipline (as well as knowledgeable facilitators!), consent is a phenomenal way of deciding together, especially in policy choices that will benefit from full involvement and engagement of everyone.

In this template you can find a suggested flow of how to go from an initial brainstorming of solutions all the way to consent. Let us know if it works for you! If you have other experiences using Sociocracy and consent decision making, please share them in the comments, or in our Community !

Randomization

Using a randomized method for decisions might seem a bit daft, but it’s a great time-saver if the decision is inconsequential. This might mean picking a name from a hat to set up “secret Santa” matches for a Christmas office game, or throwing a coin to decide if the workshop break is going to be 15 or 20 minutes (something I do all the time). The consequence of using the group decision making technique and letting Lady Luck do the work for you is that people will not be engaged in discussion around the decision . For unimportant decisions, consider picking randomization over deciding yourself, as it’s perceived as more just and fair. As an added bonus, randomized decision-making can be fun and can take the stress out of group decision making.

How to your decision-making process explicit?

By sharing knowledge about different types of decision rules, and their pros and cons, you are building capacity within an organization. Once you know the options on the menu, it’s a matter of sharing, on a case-by-case basis, what kind of decision you are asking people to take today and what group decision making process you will be using? What rules will you be following and who will be included?

By taking that “meta-decision” (how will we decide?) the ground is cleared for clarity and mutual understanding of what is expected from participants in a decision making process.

Different decision making rules lead to different levels of participation. If I know a decision will be taken by the person in charge, they are the ones I am trying to convince. If I know there will be a majority vote, I’ll be aiming to persuade the highest possible number of my peers. If we are working on consent, my attention will go to how aligned my proposal is with the organization’s mission and values. If the decision is random, I’ll relax in my seat and let it go.

The same organization or team is likely to need different types of decisions at different times. Base your choice on the level of importance of the decision, timing considerations and desired levels of engagement.

Getting to convergence: decision making as part of a longer process

The act of taking a decision is only one step in a longer decision making process . That process begins once a problem is stated, and its scope defined (“What do we need to solve?”). And it ends (if ever) once a decision is evaluated and looked back at in retrospect.

Before a decision is made, there must be enough time and space given to exploring options and finding alternatives. In the classic “diamond” of facilitation, codified by Sam Kaner in the Facilitator’s Guide to Participatory Decision Making , this phase is called divergence. Divergence is the time for brainstorming, creativity and play. It’s when we want to hear all ideas, no matter how improbable. Some teams thrive in divergence and could spend endless hours ideating. But there does come a point when participants have had enough of this stage, and it’s time to move on to what is called convergence. Convergence is the space for categorizing , prioritizing, taking resource allocation into account, being realistic about choices. In between there is the space for emergence, which is when, through a combination of ideas and, often, constructive clashes, something new “emerges”, a solution that was not available in the room before the meeting began.

Each of these phases—divergence, emergence and convergence—requires attention, time, and different types of processes to accompany them. We can pick a brainstorming technique to support divergence, for example. Allowing people to move around different tables and topics of conversation makes emergence of new solutions more likely. Using matrixes and/or prioritization tools, such as dot voting, are great ways to lead a group towards convergence. And once there is a sense of being almost at an agreement, that is, once the convergence phase feels complete, it’s time to move to actual decision making.

Getting to convergence with dot voting

The movement from ideation to decisions is facilitated by activities and tools that help prioritize, categorize, and take into account limiting factors such as the availability of time and resources. Here you can find a list of methods from SessionLab’s library that help with guiding a group towards convergence. Many facilitated decision-making processes go something like this: first we brainstorm options, next we vote on them, and then we choose one or more to continue working on and refining. This sequence can apply, for example, to a consultation process, in which a team lead might ask the group for recommendations on actions to take in the next few months. There does not necessarily need to be “one single answer”, but an indication of interest. What we are looking for is not yet a decision, but a prioritization. And for prioritization, nothing beats dot-voting! Whether you prefer sheets of sticky dots or just giving people markers, whether you are working in the physical world or with votes online, dot-voting allows a group to clearly and quickly visualize preferences and priorities at a glance.

Dotmocracy #action #decision making #group prioritization #hyperisland #remote-friendly Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

When inviting group members to prioritize, it’s important to pay attention to the words you use in formulating a question . Rather than using generic terms such as “vote for your favorite” or “put three dots on the idea you think is best”, take some time to consider what kind of direction you are really looking for.

An inspiring version of this comes from John Croft, who suggests asking “Which of these actions, if taken first, will lead to all the others happening?”. That gives a clear sense of looking for priority in time, and speaks to unblocking resources and enabling future actions. Asking “what should we do first?” and asking “which of these actions are most important?” will inevitably yield different results, so this is a question worth carefully pondering!

Here are some things to keep in mind when running a dot-voting activity:

Give participants some quiet time to carefully read the options and think about them individually before beginning to vote;
Set some basic rules, such as “don’t give all your votes to the same option”;
It can make a lot of sense to assign more votes to managers/team leads than other group members , just state this clearly at the start;
Align around criteria: what are we voting for? Are we looking for “our favorite” idea or “the most feasible”?

Dot voting is not the only way to rank options, of course! You can facilitate the shift from divergence to convergence by introducing matrixes and other tools that help prioritize, categorize, and take into account limiting factors such as the availability of time and resources.

Mark clearly when a decision has been taken – Is this now decided?

Viki, one of four graduate students working on a team assignment together, pulled me, their team coach, aside. “Yesterday we had finally decided to go in this direction with the project, but now those two are talking about this other thing!”. Angry at her teammates, and utterly confused, Viki wanted me to step in and stop the rest of the group from continuing to brainstorm new topics. A half-hour or so later, I casually sauntered over to their table: “Hey people, what is going on here?” Hans and Kristin were excited to bring me up to speed on all the new ideas and directions they are going in. Vittoria just rolled her eyes and glanced over to me in desperation. “Ok” I asked “So it looks like you are coming up with lots of great ideas, is that it?” “Yes! And we are loving this process!” Hans was practically jumping up and down in excitement. “So, just to check… have you decided which direction you want to go in? ” “Not yet” from Hans came right at the same time as “Yes, we did!” from Viki. The situation in which part of the group is convinced a decision has been made, so now it’s time to act on it, while another part of the group is sure of the opposite, is a very common one. It’s also a popular source of conflict. Both parties are generally in good faith: this misunderstanding over whether we have decided or not can lead to terrible rifts, as the two begin drifting away from one another in their actions, and pointing fingers. The solution, as Viki’s group quickly figured out after a moment of debriefing and clarification with their coach, is very simple: make this step a part of your group decision making process and mark clearly when a decision has been taken!

How to define when a group decision is made

Every group will find its own way to defining when a decision is open and when it’s been made. The most important piece of advice is common sense: write down decisions in the minutes and clearly state what they are.

Create a bright yellow text box at the very top of the minutes’ template, with each decision written down, roles assigned to its execution, and a deadline for implementation and/or to check on the decision. Beside this, a group can add little rituals: a round of applause, a group cheer, writing the decision on a special whiteboard. Asking: “Does everyone agree?” and in silence, moving on, will not work. Ask for a specific sign of commitment, or you will never know what that silence actually meant.

Give decisions a time limit – When will we check on this decision?

Ending the decision-making process can be frustrating for people with more divergent mindsets, who would like to go on ideating forever. Some team members might, therefore, consciously or not, try to keep the conversation open, possibly from a fear of stifling creativity. Putting a time limit to decisions helps assuage that fear: this is decided for now, but not forever.

Every decision should have a term assigned to it: “this policy will last for one year, then we will reconvene to check on it”. This also means we are ok with decisions being imperfect, as we learn from experiments and failed policies.

Naturally, in order to check whether a decision was effective or not, it needs to come with a set of metrics or targets for evaluation. Metrics can be as rigorous as Key Performance Indicators or more flexible, like Objectives and Key Results, depending on the kind of organization you are working with.

Last but not least, someone needs to be assigned to making sure the decision is implemented and actions are taken. Add names and/or roles to the decision in the minutes!

How to check on a group decision

Reconvening at the end of a decision’s term to check on it is instrumental to a learning organization. Was your final decision the right one? Was every group member happy with the process?

At the end of the term, reconvene the team to take a look back at what worked well and what needs to change. This is key to enabling learning and team growth. Reflections might lead to changing ways you take decisions together, maybe even coming up with a bespoke method adapted to your own team.

Here as SessionLab we use the online tool Team Retro at the end of every project, collecting insights asynchronously then holding a meeting to discuss key points. One of the things we’ve learnt is to spend time in the “What worked well” space to celebrate our wins and build on our strengths. Here are some key points for discussion you can base your retrospective on:

How did implementation go? What worked? What can be improved?
Were metrics met? What enabled this? What made it challenging?
What can we learn from this piece of work?
Shall we prolong the term of the decision as it is, or does it need changes?

In closing

A group decision making process can increase the quality of decisions, include more perspectives, and improve implementation and buy-in. It’s not always easy, but it will help your team grow! Here are some of the key tips for improving collective decision making:

Discuss decision making together, build a shared awareness and vocabulary;
Write decisions on top of the meeting notes and make them available to everyone involved;
Clarify when a decision has been taken vs when it’s still open for discussion;
Give decisions an expiry date or “term”, then check and review them;
Include metrics and expected results in the text of the decision to support such a review.

If you are looking to facilitate better decision-making in your groups and teams, check out these meeting templates for two examples of how decision-making works in a flow of activities:

This template illustrates the case of a team consultation process to set goals for a quarter (and it’s the one we use at SessionLab!);
Here you can find a workshop template for collective deliberation, detailing all the steps from brainstorming to deciding by consent.

Whether it’s the precious resource of our time and how to invest it in a project, or whether we are looking at larger collective problems (such as how to manage the distribution of water resources in a town or region), there are innumerable scenarios that call for effective group decision making.

A well-run, well-facilitated collective process can lead to better decisions, improving the way we work together and saving time, effort, and money in the long run.

Has this article helped you improve your practices? Do you have any application stories to share or further questions? Use the comments or join the conversation in our Community space !

Deborah Rim Moiso is an Endorsed Facilitator with the IAF – International Association of Facilitators and former co-chair of the Italian IAF Chapter.

She is the author of a manual and deck of cards on facilitation available in Italian ( Facilitiamoci! ). Deborah has been working with groups since 2009 in the fields of innovation in education, citizen participation, and environmental conflicts.

Smart detailed advice. May I suggest that facilitators consider alternatives to dot-voting that better deter groupthink and bandwagon effect like using Feedback Frames. https://www.sessionlab.com/methods/feedback-frames-for-prioritizing-a-brainstorm

Feedback Frames provide an efficient, reliable, fun and flexible technique for rating many ideas, with instant visual results. This simple in-person analog tool allows participants to secretly record their opinion of statements along a gradient of agreement by dropping tokens in a range of slots that are hidden by a cover. Results are later revealed as a visual graph of nuanced collective opinions for all to see.

The tool supports a collaborative consensus process while avoiding traditional sticker dot-voting problems such as the bandwagon effect, choice overload and vote-splitting.

What do you think?

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14.3 Problem Solving and Decision Making in Groups

Learning objectives.

Discuss the common components and characteristics of problems.
Explain the five steps of the group problem-solving process.
Describe the brainstorming and discussion that should take place before the group makes a decision.
Compare and contrast the different decision-making techniques.
Discuss the various influences on decision making.

Although the steps of problem solving and decision making that we will discuss next may seem obvious, we often don’t think to or choose not to use them. Instead, we start working on a problem and later realize we are lost and have to backtrack. I’m sure we’ve all reached a point in a project or task and had the “OK, now what?” moment. I’ve recently taken up some carpentry projects as a functional hobby, and I have developed a great respect for the importance of advanced planning. It’s frustrating to get to a crucial point in building or fixing something only to realize that you have to unscrew a support board that you already screwed in, have to drive back to the hardware store to get something that you didn’t think to get earlier, or have to completely start over. In this section, we will discuss the group problem-solving process, methods of decision making, and influences on these processes.

Group Problem Solving

The problem-solving process involves thoughts, discussions, actions, and decisions that occur from the first consideration of a problematic situation to the goal. The problems that groups face are varied, but some common problems include budgeting funds, raising funds, planning events, addressing customer or citizen complaints, creating or adapting products or services to fit needs, supporting members, and raising awareness about issues or causes.

Problems of all sorts have three common components (Adams & Galanes, 2009):

An undesirable situation. When conditions are desirable, there isn’t a problem.
A desired situation. Even though it may only be a vague idea, there is a drive to better the undesirable situation. The vague idea may develop into a more precise goal that can be achieved, although solutions are not yet generated.
Obstacles between undesirable and desirable situation. These are things that stand in the way between the current situation and the group’s goal of addressing it. This component of a problem requires the most work, and it is the part where decision making occurs. Some examples of obstacles include limited funding, resources, personnel, time, or information. Obstacles can also take the form of people who are working against the group, including people resistant to change or people who disagree.

Discussion of these three elements of a problem helps the group tailor its problem-solving process, as each problem will vary. While these three general elements are present in each problem, the group should also address specific characteristics of the problem. Five common and important characteristics to consider are task difficulty, number of possible solutions, group member interest in problem, group member familiarity with problem, and the need for solution acceptance (Adams & Galanes, 2009).

Task difficulty. Difficult tasks are also typically more complex. Groups should be prepared to spend time researching and discussing a difficult and complex task in order to develop a shared foundational knowledge. This typically requires individual work outside of the group and frequent group meetings to share information.
Number of possible solutions. There are usually multiple ways to solve a problem or complete a task, but some problems have more potential solutions than others. Figuring out how to prepare a beach house for an approaching hurricane is fairly complex and difficult, but there are still a limited number of things to do—for example, taping and boarding up windows; turning off water, electricity, and gas; trimming trees; and securing loose outside objects. Other problems may be more creatively based. For example, designing a new restaurant may entail using some standard solutions but could also entail many different types of innovation with layout and design.
Group member interest in problem. When group members are interested in the problem, they will be more engaged with the problem-solving process and invested in finding a quality solution. Groups with high interest in and knowledge about the problem may want more freedom to develop and implement solutions, while groups with low interest may prefer a leader who provides structure and direction.
Group familiarity with problem. Some groups encounter a problem regularly, while other problems are more unique or unexpected. A family who has lived in hurricane alley for decades probably has a better idea of how to prepare its house for a hurricane than does a family that just recently moved from the Midwest. Many groups that rely on funding have to revisit a budget every year, and in recent years, groups have had to get more creative with budgets as funding has been cut in nearly every sector. When group members aren’t familiar with a problem, they will need to do background research on what similar groups have done and may also need to bring in outside experts.
Need for solution acceptance. In this step, groups must consider how many people the decision will affect and how much “buy-in” from others the group needs in order for their solution to be successfully implemented. Some small groups have many stakeholders on whom the success of a solution depends. Other groups are answerable only to themselves. When a small group is planning on building a new park in a crowded neighborhood or implementing a new policy in a large business, it can be very difficult to develop solutions that will be accepted by all. In such cases, groups will want to poll those who will be affected by the solution and may want to do a pilot implementation to see how people react. Imposing an excellent solution that doesn’t have buy-in from stakeholders can still lead to failure.

Group problem solving can be a confusing puzzle unless it is approached systematically.

Muness Castle – Problem Solving – CC BY-SA 2.0.

Group Problem-Solving Process

There are several variations of similar problem-solving models based on US American scholar John Dewey’s reflective thinking process (Bormann & Bormann, 1988). As you read through the steps in the process, think about how you can apply what we learned regarding the general and specific elements of problems. Some of the following steps are straightforward, and they are things we would logically do when faced with a problem. However, taking a deliberate and systematic approach to problem solving has been shown to benefit group functioning and performance. A deliberate approach is especially beneficial for groups that do not have an established history of working together and will only be able to meet occasionally. Although a group should attend to each step of the process, group leaders or other group members who facilitate problem solving should be cautious not to dogmatically follow each element of the process or force a group along. Such a lack of flexibility could limit group member input and negatively affect the group’s cohesion and climate.

Step 1: Define the Problem

Define the problem by considering the three elements shared by every problem: the current undesirable situation, the goal or more desirable situation, and obstacles in the way (Adams & Galanes, 2009). At this stage, group members share what they know about the current situation, without proposing solutions or evaluating the information. Here are some good questions to ask during this stage: What is the current difficulty? How did we come to know that the difficulty exists? Who/what is involved? Why is it meaningful/urgent/important? What have the effects been so far? What, if any, elements of the difficulty require clarification? At the end of this stage, the group should be able to compose a single sentence that summarizes the problem called a problem statement . Avoid wording in the problem statement or question that hints at potential solutions. A small group formed to investigate ethical violations of city officials could use the following problem statement: “Our state does not currently have a mechanism for citizens to report suspected ethical violations by city officials.”

Step 2: Analyze the Problem

During this step a group should analyze the problem and the group’s relationship to the problem. Whereas the first step involved exploring the “what” related to the problem, this step focuses on the “why.” At this stage, group members can discuss the potential causes of the difficulty. Group members may also want to begin setting out an agenda or timeline for the group’s problem-solving process, looking forward to the other steps. To fully analyze the problem, the group can discuss the five common problem variables discussed before. Here are two examples of questions that the group formed to address ethics violations might ask: Why doesn’t our city have an ethics reporting mechanism? Do cities of similar size have such a mechanism? Once the problem has been analyzed, the group can pose a problem question that will guide the group as it generates possible solutions. “How can citizens report suspected ethical violations of city officials and how will such reports be processed and addressed?” As you can see, the problem question is more complex than the problem statement, since the group has moved on to more in-depth discussion of the problem during step 2.

Step 3: Generate Possible Solutions

During this step, group members generate possible solutions to the problem. Again, solutions should not be evaluated at this point, only proposed and clarified. The question should be what could we do to address this problem, not what should we do to address it. It is perfectly OK for a group member to question another person’s idea by asking something like “What do you mean?” or “Could you explain your reasoning more?” Discussions at this stage may reveal a need to return to previous steps to better define or more fully analyze a problem. Since many problems are multifaceted, it is necessary for group members to generate solutions for each part of the problem separately, making sure to have multiple solutions for each part. Stopping the solution-generating process prematurely can lead to groupthink. For the problem question previously posed, the group would need to generate solutions for all three parts of the problem included in the question. Possible solutions for the first part of the problem (How can citizens report ethical violations?) may include “online reporting system, e-mail, in-person, anonymously, on-the-record,” and so on. Possible solutions for the second part of the problem (How will reports be processed?) may include “daily by a newly appointed ethics officer, weekly by a nonpartisan nongovernment employee,” and so on. Possible solutions for the third part of the problem (How will reports be addressed?) may include “by a newly appointed ethics commission, by the accused’s supervisor, by the city manager,” and so on.

Step 4: Evaluate Solutions

During this step, solutions can be critically evaluated based on their credibility, completeness, and worth. Once the potential solutions have been narrowed based on more obvious differences in relevance and/or merit, the group should analyze each solution based on its potential effects—especially negative effects. Groups that are required to report the rationale for their decision or whose decisions may be subject to public scrutiny would be wise to make a set list of criteria for evaluating each solution. Additionally, solutions can be evaluated based on how well they fit with the group’s charge and the abilities of the group. To do this, group members may ask, “Does this solution live up to the original purpose or mission of the group?” and “Can the solution actually be implemented with our current resources and connections?” and “How will this solution be supported, funded, enforced, and assessed?” Secondary tensions and substantive conflict, two concepts discussed earlier, emerge during this step of problem solving, and group members will need to employ effective critical thinking and listening skills.

Decision making is part of the larger process of problem solving and it plays a prominent role in this step. While there are several fairly similar models for problem solving, there are many varied decision-making techniques that groups can use. For example, to narrow the list of proposed solutions, group members may decide by majority vote, by weighing the pros and cons, or by discussing them until a consensus is reached. There are also more complex decision-making models like the “six hats method,” which we will discuss later. Once the final decision is reached, the group leader or facilitator should confirm that the group is in agreement. It may be beneficial to let the group break for a while or even to delay the final decision until a later meeting to allow people time to evaluate it outside of the group context.

Step 5: Implement and Assess the Solution

Implementing the solution requires some advanced planning, and it should not be rushed unless the group is operating under strict time restraints or delay may lead to some kind of harm. Although some solutions can be implemented immediately, others may take days, months, or years. As was noted earlier, it may be beneficial for groups to poll those who will be affected by the solution as to their opinion of it or even to do a pilot test to observe the effectiveness of the solution and how people react to it. Before implementation, groups should also determine how and when they would assess the effectiveness of the solution by asking, “How will we know if the solution is working or not?” Since solution assessment will vary based on whether or not the group is disbanded, groups should also consider the following questions: If the group disbands after implementation, who will be responsible for assessing the solution? If the solution fails, will the same group reconvene or will a new group be formed?

Once a solution has been reached and the group has the “green light” to implement it, it should proceed deliberately and cautiously, making sure to consider possible consequences and address them as needed.

Jocko Benoit – Prodigal Light – CC BY-NC-ND 2.0.

Certain elements of the solution may need to be delegated out to various people inside and outside the group. Group members may also be assigned to implement a particular part of the solution based on their role in the decision making or because it connects to their area of expertise. Likewise, group members may be tasked with publicizing the solution or “selling” it to a particular group of stakeholders. Last, the group should consider its future. In some cases, the group will get to decide if it will stay together and continue working on other tasks or if it will disband. In other cases, outside forces determine the group’s fate.

“Getting Competent”

Problem Solving and Group Presentations

Giving a group presentation requires that individual group members and the group as a whole solve many problems and make many decisions. Although having more people involved in a presentation increases logistical difficulties and has the potential to create more conflict, a well-prepared and well-delivered group presentation can be more engaging and effective than a typical presentation. The main problems facing a group giving a presentation are (1) dividing responsibilities, (2) coordinating schedules and time management, and (3) working out the logistics of the presentation delivery.

In terms of dividing responsibilities, assigning individual work at the first meeting and then trying to fit it all together before the presentation (which is what many college students do when faced with a group project) is not the recommended method. Integrating content and visual aids created by several different people into a seamless final product takes time and effort, and the person “stuck” with this job at the end usually ends up developing some resentment toward his or her group members. While it’s OK for group members to do work independently outside of group meetings, spend time working together to help set up some standards for content and formatting expectations that will help make later integration of work easier. Taking the time to complete one part of the presentation together can help set those standards for later individual work. Discuss the roles that various group members will play openly so there isn’t role confusion. There could be one point person for keeping track of the group’s progress and schedule, one point person for communication, one point person for content integration, one point person for visual aids, and so on. Each person shouldn’t do all that work on his or her own but help focus the group’s attention on his or her specific area during group meetings (Stanton, 2009).

Scheduling group meetings is one of the most challenging problems groups face, given people’s busy lives. From the beginning, it should be clearly communicated that the group needs to spend considerable time in face-to-face meetings, and group members should know that they may have to make an occasional sacrifice to attend. Especially important is the commitment to scheduling time to rehearse the presentation. Consider creating a contract of group guidelines that includes expectations for meeting attendance to increase group members’ commitment.

Group presentations require members to navigate many logistics of their presentation. While it may be easier for a group to assign each member to create a five-minute segment and then transition from one person to the next, this is definitely not the most engaging method. Creating a master presentation and then assigning individual speakers creates a more fluid and dynamic presentation and allows everyone to become familiar with the content, which can help if a person doesn’t show up to present and during the question-and-answer section. Once the content of the presentation is complete, figure out introductions, transitions, visual aids, and the use of time and space (Stanton, 2012). In terms of introductions, figure out if one person will introduce all the speakers at the beginning, if speakers will introduce themselves at the beginning, or if introductions will occur as the presentation progresses. In terms of transitions, make sure each person has included in his or her speaking notes when presentation duties switch from one person to the next. Visual aids have the potential to cause hiccups in a group presentation if they aren’t fluidly integrated. Practicing with visual aids and having one person control them may help prevent this. Know how long your presentation is and know how you’re going to use the space. Presenters should know how long the whole presentation should be and how long each of their segments should be so that everyone can share the responsibility of keeping time. Also consider the size and layout of the presentation space. You don’t want presenters huddled in a corner until it’s their turn to speak or trapped behind furniture when their turn comes around.

Of the three main problems facing group presenters, which do you think is the most challenging and why?
Why do you think people tasked with a group presentation (especially students) prefer to divide the parts up and have members work on them independently before coming back together and integrating each part? What problems emerge from this method? In what ways might developing a master presentation and then assigning parts to different speakers be better than the more divided method? What are the drawbacks to the master presentation method?

Decision Making in Groups

We all engage in personal decision making daily, and we all know that some decisions are more difficult than others. When we make decisions in groups, we face some challenges that we do not face in our personal decision making, but we also stand to benefit from some advantages of group decision making (Napier & Gershenfeld, 2004). Group decision making can appear fair and democratic but really only be a gesture that covers up the fact that certain group members or the group leader have already decided. Group decision making also takes more time than individual decisions and can be burdensome if some group members do not do their assigned work, divert the group with self-centered or unproductive role behaviors, or miss meetings. Conversely, though, group decisions are often more informed, since all group members develop a shared understanding of a problem through discussion and debate. The shared understanding may also be more complex and deep than what an individual would develop, because the group members are exposed to a variety of viewpoints that can broaden their own perspectives. Group decisions also benefit from synergy, one of the key advantages of group communication that we discussed earlier. Most groups do not use a specific method of decision making, perhaps thinking that they’ll work things out as they go. This can lead to unequal participation, social loafing, premature decisions, prolonged discussion, and a host of other negative consequences. So in this section we will learn some practices that will prepare us for good decision making and some specific techniques we can use to help us reach a final decision.

Brainstorming before Decision Making

Before groups can make a decision, they need to generate possible solutions to their problem. The most commonly used method is brainstorming, although most people don’t follow the recommended steps of brainstorming. As you’ll recall, brainstorming refers to the quick generation of ideas free of evaluation. The originator of the term brainstorming said the following four rules must be followed for the technique to be effective (Osborn, 1959):

Evaluation of ideas is forbidden.
Wild and crazy ideas are encouraged.
Quantity of ideas, not quality, is the goal.
New combinations of ideas presented are encouraged.

To make brainstorming more of a decision-making method rather than an idea-generating method, group communication scholars have suggested additional steps that precede and follow brainstorming (Cragan & Wright, 1991).

Do a warm-up brainstorming session. Some people are more apprehensive about publicly communicating their ideas than others are, and a warm-up session can help ease apprehension and prime group members for task-related idea generation. The warm-up can be initiated by anyone in the group and should only go on for a few minutes. To get things started, a person could ask, “If our group formed a band, what would we be called?” or “What other purposes could a mailbox serve?” In the previous examples, the first warm up gets the group’s more abstract creative juices flowing, while the second focuses more on practical and concrete ideas.
Do the actual brainstorming session. This session shouldn’t last more than thirty minutes and should follow the four rules of brainstorming mentioned previously. To ensure that the fourth rule is realized, the facilitator could encourage people to piggyback off each other’s ideas.
Eliminate duplicate ideas. After the brainstorming session is over, group members can eliminate (without evaluating) ideas that are the same or very similar.
Clarify, organize, and evaluate ideas. Before evaluation, see if any ideas need clarification. Then try to theme or group ideas together in some orderly fashion. Since “wild and crazy” ideas are encouraged, some suggestions may need clarification. If it becomes clear that there isn’t really a foundation to an idea and that it is too vague or abstract and can’t be clarified, it may be eliminated. As a caution though, it may be wise to not throw out off-the-wall ideas that are hard to categorize and to instead put them in a miscellaneous or “wild and crazy” category.

Discussion before Decision Making

The nominal group technique guides decision making through a four-step process that includes idea generation and evaluation and seeks to elicit equal contributions from all group members (Delbecq & Ven de Ven, 1971). This method is useful because the procedure involves all group members systematically, which fixes the problem of uneven participation during discussions. Since everyone contributes to the discussion, this method can also help reduce instances of social loafing. To use the nominal group technique, do the following:

Silently and individually list ideas.
Create a master list of ideas.
Clarify ideas as needed.
Take a secret vote to rank group members’ acceptance of ideas.

During the first step, have group members work quietly, in the same space, to write down every idea they have to address the task or problem they face. This shouldn’t take more than twenty minutes. Whoever is facilitating the discussion should remind group members to use brainstorming techniques, which means they shouldn’t evaluate ideas as they are generated. Ask group members to remain silent once they’ve finished their list so they do not distract others.

During the second step, the facilitator goes around the group in a consistent order asking each person to share one idea at a time. As the idea is shared, the facilitator records it on a master list that everyone can see. Keep track of how many times each idea comes up, as that could be an idea that warrants more discussion. Continue this process until all the ideas have been shared. As a note to facilitators, some group members may begin to edit their list or self-censor when asked to provide one of their ideas. To limit a person’s apprehension with sharing his or her ideas and to ensure that each idea is shared, I have asked group members to exchange lists with someone else so they can share ideas from the list they receive without fear of being personally judged.

During step three, the facilitator should note that group members can now ask for clarification on ideas on the master list. Do not let this discussion stray into evaluation of ideas. To help avoid an unnecessarily long discussion, it may be useful to go from one person to the next to ask which ideas need clarifying and then go to the originator(s) of the idea in question for clarification.

During the fourth step, members use a voting ballot to rank the acceptability of the ideas on the master list. If the list is long, you may ask group members to rank only their top five or so choices. The facilitator then takes up the secret ballots and reviews them in a random order, noting the rankings of each idea. Ideally, the highest ranked idea can then be discussed and decided on. The nominal group technique does not carry a group all the way through to the point of decision; rather, it sets the group up for a roundtable discussion or use of some other method to evaluate the merits of the top ideas.

Specific Decision-Making Techniques

Some decision-making techniques involve determining a course of action based on the level of agreement among the group members. These methods include majority, expert, authority, and consensus rule. Table 14.1 “Pros and Cons of Agreement-Based Decision-Making Techniques” reviews the pros and cons of each of these methods.

Majority rule is a simple method of decision making based on voting. In most cases a majority is considered half plus one.

Becky McCray – Voting – CC BY-NC-ND 2.0.

Majority rule is a commonly used decision-making technique in which a majority (one-half plus one) must agree before a decision is made. A show-of-hands vote, a paper ballot, or an electronic voting system can determine the majority choice. Many decision-making bodies, including the US House of Representatives, Senate, and Supreme Court, use majority rule to make decisions, which shows that it is often associated with democratic decision making, since each person gets one vote and each vote counts equally. Of course, other individuals and mediated messages can influence a person’s vote, but since the voting power is spread out over all group members, it is not easy for one person or party to take control of the decision-making process. In some cases—for example, to override a presidential veto or to amend the constitution—a super majority of two-thirds may be required to make a decision.

Minority rule is a decision-making technique in which a designated authority or expert has final say over a decision and may or may not consider the input of other group members. When a designated expert makes a decision by minority rule, there may be buy-in from others in the group, especially if the members of the group didn’t have relevant knowledge or expertise. When a designated authority makes decisions, buy-in will vary based on group members’ level of respect for the authority. For example, decisions made by an elected authority may be more accepted by those who elected him or her than by those who didn’t. As with majority rule, this technique can be time saving. Unlike majority rule, one person or party can have control over the decision-making process. This type of decision making is more similar to that used by monarchs and dictators. An obvious negative consequence of this method is that the needs or wants of one person can override the needs and wants of the majority. A minority deciding for the majority has led to negative consequences throughout history. The white Afrikaner minority that ruled South Africa for decades instituted apartheid, which was a system of racial segregation that disenfranchised and oppressed the majority population. The quality of the decision and its fairness really depends on the designated expert or authority.

Consensus rule is a decision-making technique in which all members of the group must agree on the same decision. On rare occasions, a decision may be ideal for all group members, which can lead to unanimous agreement without further debate and discussion. Although this can be positive, be cautious that this isn’t a sign of groupthink. More typically, consensus is reached only after lengthy discussion. On the plus side, consensus often leads to high-quality decisions due to the time and effort it takes to get everyone in agreement. Group members are also more likely to be committed to the decision because of their investment in reaching it. On the negative side, the ultimate decision is often one that all group members can live with but not one that’s ideal for all members. Additionally, the process of arriving at consensus also includes conflict, as people debate ideas and negotiate the interpersonal tensions that may result.

Table 14.1 Pros and Cons of Agreement-Based Decision-Making Techniques

Decision-Making Technique	Pros	Cons
Majority rule
Minority rule by expert
Minority rule by authority
Consensus rule

“Getting Critical”

Six Hats Method of Decision Making

Edward de Bono developed the Six Hats method of thinking in the late 1980s, and it has since become a regular feature in decision-making training in business and professional contexts (de Bono, 1985). The method’s popularity lies in its ability to help people get out of habitual ways of thinking and to allow group members to play different roles and see a problem or decision from multiple points of view. The basic idea is that each of the six hats represents a different way of thinking, and when we figuratively switch hats, we switch the way we think. The hats and their style of thinking are as follows:

White hat. Objective—focuses on seeking information such as data and facts and then processes that information in a neutral way.
Red hat. Emotional—uses intuition, gut reactions, and feelings to judge information and suggestions.
Black hat. Negative—focuses on potential risks, points out possibilities for failure, and evaluates information cautiously and defensively.
Yellow hat. Positive—is optimistic about suggestions and future outcomes, gives constructive and positive feedback, points out benefits and advantages.
Green hat. Creative—tries to generate new ideas and solutions, thinks “outside the box.”
Blue hat. Philosophical—uses metacommunication to organize and reflect on the thinking and communication taking place in the group, facilitates who wears what hat and when group members change hats.

Specific sequences or combinations of hats can be used to encourage strategic thinking. For example, the group leader may start off wearing the Blue Hat and suggest that the group start their decision-making process with some “White Hat thinking” in order to process through facts and other available information. During this stage, the group could also process through what other groups have done when faced with a similar problem. Then the leader could begin an evaluation sequence starting with two minutes of “Yellow Hat thinking” to identify potential positive outcomes, then “Black Hat thinking” to allow group members to express reservations about ideas and point out potential problems, then “Red Hat thinking” to get people’s gut reactions to the previous discussion, then “Green Hat thinking” to identify other possible solutions that are more tailored to the group’s situation or completely new approaches. At the end of a sequence, the Blue Hat would want to summarize what was said and begin a new sequence. To successfully use this method, the person wearing the Blue Hat should be familiar with different sequences and plan some of the thinking patterns ahead of time based on the problem and the group members. Each round of thinking should be limited to a certain time frame (two to five minutes) to keep the discussion moving.

This decision-making method has been praised because it allows group members to “switch gears” in their thinking and allows for role playing, which lets people express ideas more freely. How can this help enhance critical thinking? Which combination of hats do you think would be best for a critical thinking sequence?
What combinations of hats might be useful if the leader wanted to break the larger group up into pairs and why? For example, what kind of thinking would result from putting Yellow and Red together, Black and White together, or Red and White together, and so on?
Based on your preferred ways of thinking and your personality, which hat would be the best fit for you? Which would be the most challenging? Why?

Influences on Decision Making

Many factors influence the decision-making process. For example, how might a group’s independence or access to resources affect the decisions they make? What potential advantages and disadvantages come with decisions made by groups that are more or less similar in terms of personality and cultural identities? In this section, we will explore how situational, personality, and cultural influences affect decision making in groups.

Situational Influences on Decision Making

A group’s situational context affects decision making. One key situational element is the degree of freedom that the group has to make its own decisions, secure its own resources, and initiate its own actions. Some groups have to go through multiple approval processes before they can do anything, while others are self-directed, self-governing, and self-sustaining. Another situational influence is uncertainty. In general, groups deal with more uncertainty in decision making than do individuals because of the increased number of variables that comes with adding more people to a situation. Individual group members can’t know what other group members are thinking, whether or not they are doing their work, and how committed they are to the group. So the size of a group is a powerful situational influence, as it adds to uncertainty and complicates communication.

Access to information also influences a group. First, the nature of the group’s task or problem affects its ability to get information. Group members can more easily make decisions about a problem when other groups have similarly experienced it. Even if the problem is complex and serious, the group can learn from other situations and apply what it learns. Second, the group must have access to flows of information. Access to archives, electronic databases, and individuals with relevant experience is necessary to obtain any relevant information about similar problems or to do research on a new or unique problem. In this regard, group members’ formal and information network connections also become important situational influences.

The urgency of a decision can have a major influence on the decision-making process. As a situation becomes more urgent, it requires more specific decision-making methods and types of communication.

Judith E. Bell – Urgent – CC BY-SA 2.0.

The origin and urgency of a problem are also situational factors that influence decision making. In terms of origin, problems usually occur in one of four ways:

Something goes wrong. Group members must decide how to fix or stop something. Example—a firehouse crew finds out that half of the building is contaminated with mold and must be closed down.
Expectations change or increase. Group members must innovate more efficient or effective ways of doing something. Example—a firehouse crew finds out that the district they are responsible for is being expanded.
Something goes wrong and expectations change or increase. Group members must fix/stop and become more efficient/effective. Example—the firehouse crew has to close half the building and must start responding to more calls due to the expanding district.
The problem existed from the beginning. Group members must go back to the origins of the situation and walk through and analyze the steps again to decide what can be done differently. Example—a firehouse crew has consistently had to work with minimal resources in terms of building space and firefighting tools.

In each of the cases, the need for a decision may be more or less urgent depending on how badly something is going wrong, how high the expectations have been raised, or the degree to which people are fed up with a broken system. Decisions must be made in situations ranging from crisis level to mundane.

Personality Influences on Decision Making

A long-studied typology of value orientations that affect decision making consists of the following types of decision maker: the economic, the aesthetic, the theoretical, the social, the political, and the religious (Spranger, 1928).

The economic decision maker makes decisions based on what is practical and useful.
The aesthetic decision maker makes decisions based on form and harmony, desiring a solution that is elegant and in sync with the surroundings.
The theoretical decision maker wants to discover the truth through rationality.
The social decision maker emphasizes the personal impact of a decision and sympathizes with those who may be affected by it.
The political decision maker is interested in power and influence and views people and/or property as divided into groups that have different value.
The religious decision maker seeks to identify with a larger purpose, works to unify others under that goal, and commits to a viewpoint, often denying one side and being dedicated to the other.

In the United States, economic, political, and theoretical decision making tend to be more prevalent decision-making orientations, which likely corresponds to the individualistic cultural orientation with its emphasis on competition and efficiency. But situational context, as we discussed before, can also influence our decision making.

Personality affects decision making. For example, “economic” decision makers decide based on what is practical and useful.

One Way Stock – Tough Decisions Ahead – CC BY-ND 2.0.

The personalities of group members, especially leaders and other active members, affect the climate of the group. Group member personalities can be categorized based on where they fall on a continuum anchored by the following descriptors: dominant/submissive, friendly/unfriendly, and instrumental/emotional (Cragan & Wright, 1999). The more group members there are in any extreme of these categories, the more likely that the group climate will also shift to resemble those characteristics.

Dominant versus submissive. Group members that are more dominant act more independently and directly, initiate conversations, take up more space, make more direct eye contact, seek leadership positions, and take control over decision-making processes. More submissive members are reserved, contribute to the group only when asked to, avoid eye contact, and leave their personal needs and thoughts unvoiced or give into the suggestions of others.
Friendly versus unfriendly. Group members on the friendly side of the continuum find a balance between talking and listening, don’t try to win at the expense of other group members, are flexible but not weak, and value democratic decision making. Unfriendly group members are disagreeable, indifferent, withdrawn, and selfish, which leads them to either not invest in decision making or direct it in their own interest rather than in the interest of the group.
Instrumental versus emotional. Instrumental group members are emotionally neutral, objective, analytical, task-oriented, and committed followers, which leads them to work hard and contribute to the group’s decision making as long as it is orderly and follows agreed-on rules. Emotional group members are creative, playful, independent, unpredictable, and expressive, which leads them to make rash decisions, resist group norms or decision-making structures, and switch often from relational to task focus.

Cultural Context and Decision Making

Just like neighborhoods, schools, and countries, small groups vary in terms of their degree of similarity and difference. Demographic changes in the United States and increases in technology that can bring different people together make it more likely that we will be interacting in more and more heterogeneous groups (Allen, 2011). Some small groups are more homogenous, meaning the members are more similar, and some are more heterogeneous, meaning the members are more different. Diversity and difference within groups has advantages and disadvantages. In terms of advantages, research finds that, in general, groups that are culturally heterogeneous have better overall performance than more homogenous groups (Haslett & Ruebush, 1999). Additionally, when group members have time to get to know each other and competently communicate across their differences, the advantages of diversity include better decision making due to different perspectives (Thomas, 1999). Unfortunately, groups often operate under time constraints and other pressures that make the possibility for intercultural dialogue and understanding difficult. The main disadvantage of heterogeneous groups is the possibility for conflict, but given that all groups experience conflict, this isn’t solely due to the presence of diversity. We will now look more specifically at how some of the cultural value orientations we’ve learned about already in this book can play out in groups with international diversity and how domestic diversity in terms of demographics can also influence group decision making.

International Diversity in Group Interactions

Cultural value orientations such as individualism/collectivism, power distance, and high-/low-context communication styles all manifest on a continuum of communication behaviors and can influence group decision making. Group members from individualistic cultures are more likely to value task-oriented, efficient, and direct communication. This could manifest in behaviors such as dividing up tasks into individual projects before collaboration begins and then openly debating ideas during discussion and decision making. Additionally, people from cultures that value individualism are more likely to openly express dissent from a decision, essentially expressing their disagreement with the group. Group members from collectivistic cultures are more likely to value relationships over the task at hand. Because of this, they also tend to value conformity and face-saving (often indirect) communication. This could manifest in behaviors such as establishing norms that include periods of socializing to build relationships before task-oriented communication like negotiations begin or norms that limit public disagreement in favor of more indirect communication that doesn’t challenge the face of other group members or the group’s leader. In a group composed of people from a collectivistic culture, each member would likely play harmonizing roles, looking for signs of conflict and resolving them before they become public.

Power distance can also affect group interactions. Some cultures rank higher on power-distance scales, meaning they value hierarchy, make decisions based on status, and believe that people have a set place in society that is fairly unchangeable. Group members from high-power-distance cultures would likely appreciate a strong designated leader who exhibits a more directive leadership style and prefer groups in which members have clear and assigned roles. In a group that is homogenous in terms of having a high-power-distance orientation, members with higher status would be able to openly provide information, and those with lower status may not provide information unless a higher status member explicitly seeks it from them. Low-power-distance cultures do not place as much value and meaning on status and believe that all group members can participate in decision making. Group members from low-power-distance cultures would likely freely speak their mind during a group meeting and prefer a participative leadership style.

How much meaning is conveyed through the context surrounding verbal communication can also affect group communication. Some cultures have a high-context communication style in which much of the meaning in an interaction is conveyed through context such as nonverbal cues and silence. Group members from high-context cultures may avoid saying something directly, assuming that other group members will understand the intended meaning even if the message is indirect. So if someone disagrees with a proposed course of action, he or she may say, “Let’s discuss this tomorrow,” and mean, “I don’t think we should do this.” Such indirect communication is also a face-saving strategy that is common in collectivistic cultures. Other cultures have a low-context communication style that places more importance on the meaning conveyed through words than through context or nonverbal cues. Group members from low-context cultures often say what they mean and mean what they say. For example, if someone doesn’t like an idea, they might say, “I think we should consider more options. This one doesn’t seem like the best we can do.”

In any of these cases, an individual from one culture operating in a group with people of a different cultural orientation could adapt to the expectations of the host culture, especially if that person possesses a high degree of intercultural communication competence (ICC). Additionally, people with high ICC can also adapt to a group member with a different cultural orientation than the host culture. Even though these cultural orientations connect to values that affect our communication in fairly consistent ways, individuals may exhibit different communication behaviors depending on their own individual communication style and the situation.

Domestic Diversity and Group Communication

While it is becoming more likely that we will interact in small groups with international diversity, we are guaranteed to interact in groups that are diverse in terms of the cultural identities found within a single country or the subcultures found within a larger cultural group.

Gender stereotypes sometimes influence the roles that people play within a group. For example, the stereotype that women are more nurturing than men may lead group members (both male and female) to expect that women will play the role of supporters or harmonizers within the group. Since women have primarily performed secretarial work since the 1900s, it may also be expected that women will play the role of recorder. In both of these cases, stereotypical notions of gender place women in roles that are typically not as valued in group communication. The opposite is true for men. In terms of leadership, despite notable exceptions, research shows that men fill an overwhelmingly disproportionate amount of leadership positions. We are socialized to see certain behaviors by men as indicative of leadership abilities, even though they may not be. For example, men are often perceived to contribute more to a group because they tend to speak first when asked a question or to fill a silence and are perceived to talk more about task-related matters than relationally oriented matters. Both of these tendencies create a perception that men are more engaged with the task. Men are also socialized to be more competitive and self-congratulatory, meaning that their communication may be seen as dedicated and their behaviors seen as powerful, and that when their work isn’t noticed they will be more likely to make it known to the group rather than take silent credit. Even though we know that the relational elements of a group are crucial for success, even in high-performance teams, that work is not as valued in our society as the task-related work.

Despite the fact that some communication patterns and behaviors related to our typical (and stereotypical) gender socialization affect how we interact in and form perceptions of others in groups, the differences in group communication that used to be attributed to gender in early group communication research seem to be diminishing. This is likely due to the changing organizational cultures from which much group work emerges, which have now had more than sixty years to adjust to women in the workplace. It is also due to a more nuanced understanding of gender-based research, which doesn’t take a stereotypical view from the beginning as many of the early male researchers did. Now, instead of biological sex being assumed as a factor that creates inherent communication differences, group communication scholars see that men and women both exhibit a range of behaviors that are more or less feminine or masculine. It is these gendered behaviors, and not a person’s gender, that seem to have more of an influence on perceptions of group communication. Interestingly, group interactions are still masculinist in that male and female group members prefer a more masculine communication style for task leaders and that both males and females in this role are more likely to adapt to a more masculine communication style. Conversely, men who take on social-emotional leadership behaviors adopt a more feminine communication style. In short, it seems that although masculine communication traits are more often associated with high status positions in groups, both men and women adapt to this expectation and are evaluated similarly (Haslett & Ruebush, 1999).

Other demographic categories are also influential in group communication and decision making. In general, group members have an easier time communicating when they are more similar than different in terms of race and age. This ease of communication can make group work more efficient, but the homogeneity may sacrifice some creativity. As we learned earlier, groups that are diverse (e.g., they have members of different races and generations) benefit from the diversity of perspectives in terms of the quality of decision making and creativity of output.

In terms of age, for the first time since industrialization began, it is common to have three generations of people (and sometimes four) working side by side in an organizational setting. Although four generations often worked together in early factories, they were segregated based on their age group, and a hierarchy existed with older workers at the top and younger workers at the bottom. Today, however, generations interact regularly, and it is not uncommon for an older person to have a leader or supervisor who is younger than him or her (Allen, 2011). The current generations in the US workplace and consequently in work-based groups include the following:

The Silent Generation. Born between 1925 and 1942, currently in their midsixties to mideighties, this is the smallest generation in the workforce right now, as many have retired or left for other reasons. This generation includes people who were born during the Great Depression or the early part of World War II, many of whom later fought in the Korean War (Clarke, 1970).
The Baby Boomers. Born between 1946 and 1964, currently in their late forties to midsixties, this is the largest generation in the workforce right now. Baby boomers are the most populous generation born in US history, and they are working longer than previous generations, which means they will remain the predominant force in organizations for ten to twenty more years.
Generation X. Born between 1965 and 1981, currently in their early thirties to midforties, this generation was the first to see technology like cell phones and the Internet make its way into classrooms and our daily lives. Compared to previous generations, “Gen-Xers” are more diverse in terms of race, religious beliefs, and sexual orientation and also have a greater appreciation for and understanding of diversity.
Generation Y. Born between 1982 and 2000, “Millennials” as they are also called are currently in their late teens up to about thirty years old. This generation is not as likely to remember a time without technology such as computers and cell phones. They are just starting to enter into the workforce and have been greatly affected by the economic crisis of the late 2000s, experiencing significantly high unemployment rates.

The benefits and challenges that come with diversity of group members are important to consider. Since we will all work in diverse groups, we should be prepared to address potential challenges in order to reap the benefits. Diverse groups may be wise to coordinate social interactions outside of group time in order to find common ground that can help facilitate interaction and increase group cohesion. We should be sensitive but not let sensitivity create fear of “doing something wrong” that then prevents us from having meaningful interactions. Reviewing Chapter 8 “Culture and Communication” will give you useful knowledge to help you navigate both international and domestic diversity and increase your communication competence in small groups and elsewhere.

Key Takeaways

Every problem has common components: an undesirable situation, a desired situation, and obstacles between the undesirable and desirable situations. Every problem also has a set of characteristics that vary among problems, including task difficulty, number of possible solutions, group member interest in the problem, group familiarity with the problem, and the need for solution acceptance.

The group problem-solving process has five steps:

Define the problem by creating a problem statement that summarizes it.
Analyze the problem and create a problem question that can guide solution generation.
Generate possible solutions. Possible solutions should be offered and listed without stopping to evaluate each one.
Evaluate the solutions based on their credibility, completeness, and worth. Groups should also assess the potential effects of the narrowed list of solutions.
Implement and assess the solution. Aside from enacting the solution, groups should determine how they will know the solution is working or not.
Before a group makes a decision, it should brainstorm possible solutions. Group communication scholars suggest that groups (1) do a warm-up brainstorming session; (2) do an actual brainstorming session in which ideas are not evaluated, wild ideas are encouraged, quantity not quality of ideas is the goal, and new combinations of ideas are encouraged; (3) eliminate duplicate ideas; and (4) clarify, organize, and evaluate ideas. In order to guide the idea-generation process and invite equal participation from group members, the group may also elect to use the nominal group technique.
Common decision-making techniques include majority rule, minority rule, and consensus rule. With majority rule, only a majority, usually one-half plus one, must agree before a decision is made. With minority rule, a designated authority or expert has final say over a decision, and the input of group members may or may not be invited or considered. With consensus rule, all members of the group must agree on the same decision.

Several factors influence the decision-making process:

Situational factors include the degree of freedom a group has to make its own decisions, the level of uncertainty facing the group and its task, the size of the group, the group’s access to information, and the origin and urgency of the problem.
Personality influences on decision making include a person’s value orientation (economic, aesthetic, theoretical, political, or religious), and personality traits (dominant/submissive, friendly/unfriendly, and instrumental/emotional).
Cultural influences on decision making include the heterogeneity or homogeneity of the group makeup; cultural values and characteristics such as individualism/collectivism, power distance, and high-/low-context communication styles; and gender and age differences.
Scenario 1. Task difficulty is high, number of possible solutions is high, group interest in problem is high, group familiarity with problem is low, and need for solution acceptance is high.
Scenario 2. Task difficulty is low, number of possible solutions is low, group interest in problem is low, group familiarity with problem is high, and need for solution acceptance is low.
Scenario 1: Academic. A professor asks his or her class to decide whether the final exam should be an in-class or take-home exam.
Scenario 2: Professional. A group of coworkers must decide which person from their department to nominate for a company-wide award.
Scenario 3: Personal. A family needs to decide how to divide the belongings and estate of a deceased family member who did not leave a will.
Scenario 4: Civic. A local branch of a political party needs to decide what five key issues it wants to include in the national party’s platform.
Group communication researchers have found that heterogeneous groups (composed of diverse members) have advantages over homogenous (more similar) groups. Discuss a group situation you have been in where diversity enhanced your and/or the group’s experience.

Adams, K., and Gloria G. Galanes, Communicating in Groups: Applications and Skills , 7th ed. (Boston, MA: McGraw-Hill, 2009), 220–21.

Allen, B. J., Difference Matters: Communicating Social Identity , 2nd ed. (Long Grove, IL: Waveland, 2011), 5.

Bormann, E. G., and Nancy C. Bormann, Effective Small Group Communication , 4th ed. (Santa Rosa, CA: Burgess CA, 1988), 112–13.

Clarke, G., “The Silent Generation Revisited,” Time, June 29, 1970, 46.

Cragan, J. F., and David W. Wright, Communication in Small Group Discussions: An Integrated Approach , 3rd ed. (St. Paul, MN: West Publishing, 1991), 77–78.

de Bono, E., Six Thinking Hats (Boston, MA: Little, Brown, 1985).

Delbecq, A. L., and Andrew H. Ven de Ven, “A Group Process Model for Problem Identification and Program Planning,” The Journal of Applied Behavioral Science 7, no. 4 (1971): 466–92.

Haslett, B. B., and Jenn Ruebush, “What Differences Do Individual Differences in Groups Make?: The Effects of Individuals, Culture, and Group Composition,” in The Handbook of Group Communication Theory and Research , ed. Lawrence R. Frey (Thousand Oaks, CA: Sage, 1999), 133.

Napier, R. W., and Matti K. Gershenfeld, Groups: Theory and Experience , 7th ed. (Boston, MA: Houghton Mifflin, 2004), 292.

Osborn, A. F., Applied Imagination (New York: Charles Scribner’s Sons, 1959).

Spranger, E., Types of Men (New York: Steckert, 1928).

Stanton, C., “How to Deliver Group Presentations: The Unified Team Approach,” Six Minutes Speaking and Presentation Skills , November 3, 2009, accessed August 28, 2012, http://sixminutes.dlugan.com/group-presentations-unified-team-approach .

Thomas, D. C., “Cultural Diversity and Work Group Effectiveness: An Experimental Study,” Journal of Cross-Cultural Psychology 30, no. 2 (1999): 242–63.

Communication in the Real World Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

INNOVATION FESTIVAL
Capital One

04-18-2024 CAREER EVOLUTION

How to give a good group presentation

Focus on strong planning, transition, and Q&A execution.

[Photo: Cecilie Skjold Wackerhausen/peopleimages.com/Adobe Stock]

BY Matt Abrahams 4 minute read

Facing an audience alone can be anxiety-producing. But copresenting with others brings its own set of challenges as well: from confusion to unclear roles.

I once taught a class in which students were required to deliver a group presentation on the topic of their choice. One group told me they would be speaking about whales, but failed to coordinate their talk. I think they were as surprised as I was when one member discussed the marine mammal whales, one treated us to some enlightening information about the country of Wales, and a third proceeded to give us an overview of the Wailing Wall in Jerusalem!

Thankfully, most teams do a better job of coordination than my students did. In fact, just a bit of planning and collaboration beforehand can minimize the potential messiness of team talks and allow the benefits (diverse perspectives, time efficiency, teamwork, etc.) to shine. When you coordinate your work together, communication can flow smoothly and your presentation will look like a unified effort, rather than disparate talks thrown together under a single heading.

You don’t have to synchronize and coordinate every word, but the three elements that will make the most difference in your group presentation are planning, transitioning, and executing a strong Q&A. Here are three keys to giving a great group presentation:

Before you get in front of your audience, it’s critical to align on your group’s goal, the depth and road map of your content, and the tone of your presentation. Discuss these questions before crafting content:

Goal: What is the objective of your talk? What do you want your audience to know, feel, and do as a result of what you share? By agreeing on your goal, you can each then begin crafting your content. Of course, be sure to check in with your group periodically regarding what you are saying and how you’re saying it to avoid overlaps and miscommunications.
Depth: How much detail will you provide, and in which sections? You might make the decision to have different speakers cover the content at different levels of specificity, or you might opt to keep everyone at the same level. This is a great time to also agree on joint terminology to use across all sections.
Road map: What is the journey you will take your audience on, and what is each presenter’s role along the way? Each of you should know what you need to say to set your fellow presenters up for success.
Tone: How formal or informal will your presentation be? Coordinate formality among your presenters in terms of appearance (the clothes you wear), language (contractions and cursing), and concision (how long you speak).

Transitions

When moving from one speaker to the next, you need to transition both topic and presenter. Too often presenters will simply say, “And here is Sven . . .” and hand over the microphone. Instead, offer a more complete transition that allows your audience to mentally shift from one section of your talk to the next. For instance, “Now that we all understand the significance of the problem, Sven will come up and share our proposed solution.”

If you are presenting in person, there is a delicate dance when one presenter relinquishes the stage to the next person. These transitions work best when the current presenter turns to face the direction the next presenter is coming from, then waits until the new presenter takes center stage before exiting. If you need to pass a remote slide advancer and/or microphone, extend the equipment to the new presenter and allow them to take it. Think of it as “passing the baton” in a relay race; to avoid a literal mic drop, someone’s hand needs to be on these at all times. This exchange also allows you to symbolically pass authority to the next presenter.

Going from broadcasting information to interacting with your audience is a critical shift. A Q&A section allows the audience to engage in dialog with the presenting team. It also invites deeper understanding for the audience and allows the presenters to gauge how well the audience has understood their message. When this shift is handled adeptly, the team preserves their credibility and authority.

Here are three suggestions to make this portion of your presentation a success:

Determine in advance who will take which questions. This coordination eliminates the awkward moment when everyone is looking blankly at each other, wondering if they should speak. If you have additional thoughts to add to a previous answer, do so by connecting your response to theirs (e.g., “In addition to what Juana said, I also think . . .”).
Assign an “orchestra conductor” who manages the audience’s questions and hands them off to the appropriate answerer. The “conductor” will also manage time and wrap up the Q&A.
Pay attention even when you aren’t answering. Consider yourself in the spotlight even when you aren’t speaking. Look at the audience or your fellow presenter who is answering.

Successful group presentations are like scenes in a stage play. Knowing your role, agreeing on timing, paying attention to details, and practicing will create a positive experience for your team members and will enhance your ability to successfully convey your message to your audience.

And here is some bonus advice for virtual team presentations: Always test mic levels so that everyone’s sound level is even, work to have the same level of lighting, coordinate virtual backgrounds to give a sense of cohesion, and have each member position their bodies in their stage areas the same way.

More and more of our communication is occurring in teams. By taking some time to coordinate and give feedback in advance, we can maximize the benefit of team presenting and avoid barriers to success.

Matt Abrahams is a lecturer at Stanford Graduate School of Business, the author of Think Faster, Talk Smarter: How to Speak Successfully When You’re Put on the Spot and Speaking Up Without Freaking Out , and the host of the Think Fast, Talk Smart podcast.

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ABOUT THE AUTHOR

Matt Abrahams is a lecturer at Stanford Graduate School of Business, the author of Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot and Speaking Up Without Freaking Out , and the host of Think Fast, Talk Smart ThePodcast . More

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November 2, 2023

Mastering Group Presentations: A Comprehensive Guide

Public Speaking

I n certain academic and business situations, delivering a group presentation can be more valuable than a solo one. Not only does it help alleviate the pressure on individuals, but it also promotes collaboration and the production of cohesive work. However, preparing for a group presentation requires careful organization and understanding of the audience . In this comprehensive guide, we will explore the key steps to master group presentations, from preparation to delivery, and provide practical tips for success.

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Preparing for the Group Presentation

Like any presentation, a group presentation requires significant preparation. The key to success lies in organizing the group effectively, considering multiple personalities and ensuring a cohesive final product.

Choosing a Presentation Moderator

To facilitate organization, the group should appoint a presentation moderator, essentially the “leader” of the group. The presentation moderator has the final say in decision-making and can allocate speakers for specific questions during the Q&A session.

Understanding the Audience

To make a presentation engaging, it is crucial to consider the audience and tailor the content to their needs. Assessing the audience’s prior knowledge and expectations of the topic helps determine the appropriate level of technicality and detail. For example, presenting the topic of bridge building to civil engineers allows for the use of technical language, while presenting to secondary school students requires simpler explanations.

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Defining the Presentation’s Purpose

Before diving into the content, the group must agree on the purpose of the presentation. Defining a clear message ensures that all subtopics contribute to the overall aim. For example, if the presentation aims to explore the effectiveness of different treatments for social anxiety, the group can build key points around this central theme.

Dividing the Presentation

A well-structured presentation should have a clear beginning, middle, and end. Divide the content into main sections, carefully considering the order of subtopics. The typical presentation structure includes:

Introduction: The first minute of the presentation should capture the audience’s interest and provide an overview of the presentation’s structure. Clearly state the aims and objectives, such as exploring the effectiveness of different treatments for social anxiety.
Middle Sections: These sections address the main points of the presentation, providing information that supports the overall aim. Depending on the topic, there can be one or more middle sections.
Conclusion : Summarize the key points and present a clear conclusion that ties everything together. Assign this section to the best speaker who can effectively synthesize the information presented.

Establishing a time sequence and setting deadlines for each task within the presentation ensures smooth progress and timely completion.

Sharing Responsibility

Unequal participation within a group can lead to disharmony and reduced cohesion in the presentation. Avoid this by assigning each speaker a specific section to work on based on their interests and expertise. Clear expectations and time management guidelines should be communicated to all group members.

Building the Presentation Together

To ensure a cohesive and seamless presentation, it is crucial to build it together as a group. This collaborative approach offers several benefits:

Avoiding Duplication of Content

By working together, the group can avoid duplicating content and ensure that each speaker’s section seamlessly connects with the others. This prevents confusion and maintains a coherent flow throughout the presentation.

Creating Consistency in Slides

While each speaker can work on their own slides, one individual should be responsible for merging them to ensure consistency in design and formatting. Collaboration enables feedback and edits to be made collectively, resulting in a polished final product.

Receiving Feedback

Meeting up to build the presentation allows for valuable feedback on speeches before presenting to an audience. The group can collectively review and refine each speaker’s content, ensuring clarity and relevance.

Establishing a Unified Conclusion

Building the presentation together enables the group to agree on the concluding section. This ensures that all key points are summarized effectively and the presentation concludes with a strong and cohesive ending.

Maintaining Balanced Speaking Time

By working together, the group can ensure that each speaker talks for a similar amount of time and covers a similar amount of information. This balance enhances the overall flow of the presentation and keeps the audience engaged .

Crafting a Compelling Opening

To captivate the audience from the start, consider opening the presentation with a relevant and engaging story. For example, when discussing the benefits of pets on physical and psychological health, share a story or study about someone whose quality of life significantly improved after getting a pet. Incorporating stories into presentations helps make them more memorable and relatable.

Knowing Each Speaker’s Content

To avoid repetition and promote seamless transitions, each speaker should be aware of what the other group members will say. This knowledge allows for cross-referencing between sections, enhancing the coherence and flow of the presentation. Additionally, if a team member is unable to attend, it becomes easier to find a replacement within the group.

Writing and Practicing Transitions

Smooth transitions between speakers contribute to a well-structured and engaging presentation. When transitioning, briefly recap the previous section, introduce the next speaker and their topic, and gesture towards them to signal the handover. Practice these transitions to ensure a seamless flow and keep the audience engaged throughout the presentation.

Rehearsing the Presentation

Rehearsing the presentation multiple times as a group is essential for success. This practice allows the group to evaluate the structure, timing, and content of the presentation. It also increases familiarity with the material, boosting confidence and improving responses to questions. Regular rehearsal sessions help the group identify any necessary edits and ensure a polished delivery.

Handling Nerves Before the Presentation

Nervousness before a presentation is natural, regardless of the audience size. Here are some tips to manage pre-presentation nerves:

Remind Yourself of the Audience’s Expectations

Remember that the audience is there to listen and wants you to succeed. They are likely to empathize with your nerves, as they may also have their own presentations to deliver. Recognizing this shared experience can help alleviate anxiety.

Practice and Familiarize Yourself with the Material

Practicing with your group and rehearsing your section at home builds familiarity and confidence. It allows you to become comfortable with the content and delivery, reducing anxiety.

Focus on Controlled Breathing

Nervousness can lead to rapid breathing, increasing anxiety levels. Practicing controlled breathing techniques can help regulate your breathing and reduce anxiety. Before the presentation, sit upright and take deep breaths in through your nose, filling your abdomen. Hold the breath for a few seconds, then exhale through your nose for a longer duration. Repeat this cycle to calm your nerves .

Avoid Filler Words

When nervous, people tend to use filler words like “um” and “uh” to fill gaps in their speech. Practice pausing instead of using filler words. Embrace the silence and speak deliberately, allowing your words to convey your message effectively.

During the Group Presentation

Once the presentation begins, there are several key considerations to ensure a confident and engaging delivery.

Introduce the Team

The presentation should start with the presentation moderator introducing the team, rather than each individual introducing themselves. This approach creates a smoother transition into the content and enhances the overall cohesion of the presentation.

Pay Attention to the Presentation

While waiting for your turn to speak, actively listen to your colleagues’ presentations. Display interest and engagement in their content, even if you have heard it before. This non-verbal support contributes to a positive group dynamic and keeps the audience engaged.

Utilize Body Language and Eye Contact

Body language is a powerful tool for engaging the audience. When it’s your turn to speak, stand slightly in the foreground of the group, smile at the audience, and make eye contact. Keep your arms uncrossed and avoid looking down at your notes or slides. Instead, face the audience and maintain eye contact as you speak.

Vocal Variety

How you deliver your speech is just as important as the content itself. Adapt your voice to emphasize important points, raise or lower your voice for intensity, and avoid speaking in a monotone manner. Sound enthusiastic and confident, as your tone can significantly impact audience engagement. Speak loudly and clearly, ensuring that everyone can hear you. If you notice yourself speaking too quickly, pause and slow down to maintain clarity.

Warm Up Your Voice

Before starting the presentation, warm up your voice by taking short pauses and breathing deeply. This exercise helps you achieve vocal variety and ensures that your voice remains clear and strong throughout the presentation.

Managing Nervous Behaviors

It’s natural to feel nervous during a presentation, but it’s important to manage nervous behaviors. Avoid shifting your weight or fidgeting, as these actions can distract the audience. Remember that the audience is unlikely to perceive your anxiety as strongly as you feel it.

Delivering a Strong Conclusion

The conclusion is a critical part of the presentation, as it is the last section the audience will remember. Summarize the key points and lead into a clear concluding statement that reinforces the main message. For example, when discussing the impact of social media on self-esteem, list the main points covered and conclude with a definitive statement based on the evidence presented.

Handling Questions and Answer Sessions

The Q&A session after the main presentation can be challenging, as the questions asked may be unpredictable. However, working as a group allows for a distributed knowledge base and ensures that each question is addressed by the most knowledgeable speaker. When answering questions:

Pause before responding to gather your thoughts.
Focus on directly answering the question without providing unnecessary information.
If you don’t understand a question, ask for clarification to avoid providing irrelevant answers.
It’s okay not to have all the answers. If you’re unsure, acknowledge it and offer to follow up with additional research.

Ending the Presentation

A strong ending is crucial to leave a lasting impression. The presentation moderator should thank the audience and, if applicable, smoothly transition to the next group or topic. This final gesture provides closure and ensures a professional conclusion to the presentation.

Mastering group presentations requires effective organization, collaboration, and preparation. By following the steps outlined in this comprehensive guide, you can confidently navigate the process from start to finish. Remember to choose a presentation moderator, understand your audience , divide the presentation into sections, share responsibilities, build the presentation together, utilize stories to engage the audience , practice transitions, manage nerves, and deliver a strong conclusion. With practice and a collaborative mindset, you can excel in group presentations and effectively communicate your message to diverse audiences . So, embrace the opportunity to work as a team, learn from one another, and grow your public speaking skills through group presentations .

Build Career Skills Online: Fast-track your career with award-winning public speaking classes and courses. Boost your presentation skills with executive coaching and business coaching. Contact us today .

Key Takeaways

I. Introduction A. Importance of group presentations in academic and business contexts B. Benefits of group presentations, including pressure alleviation, collaboration, and cohesive work C. Overview of the comprehensive guide

II. Preparing for the Group Presentation A. Choosing a Presentation Moderator B. Understanding the Audience C. Defining the Presentation’s Purpose D. Dividing the Presentation E. Sharing Responsibility F. Building the Presentation Together G. Crafting a Compelling Opening H. Knowing Each Speaker’s Content I. Writing and Practicing Transitions J. Rehearsing the Presentation K. Handling Nerves Before the Presentation

III. During the Group Presentation A. Introduce the Team B. Pay Attention to the Presentation C. Utilize Body Language and Eye Contact D. Vocal Variety and Warm-Up Exercises E. Managing Nervous Behaviors F. Delivering a Strong Conclusion G. Handling Questions and Answer Sessions H. Ending the Presentation

IV. Conclusion A. Recap of key points in mastering group presentations B. Encouragement to embrace teamwork and collaborative learning C. Call to action: Build career skills online with public speaking classes and executive coaching

V. Call to Action A. Invitation to start a free trial for online public speaking classes and courses B. Information on how to access executive coaching and business coaching services

This comprehensive guide provides a step-by-step approach to mastering group presentations, emphasizing the importance of organization, collaboration, and preparation. By following the outlined strategies, individuals can confidently deliver engaging and impactful presentations, enhancing their public speaking skills and professional development.

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A Guide to Effective Group Presentations + Free Checklist ✨

Picture this, it is the morning of your big group presentation.

AI generated image of a woman looking at a calendar

You and your team have put in many late nights, working on slides, rehearsing lines, and fine-tuning every detail (if only, sigh). As you gather in the conference room, there’s a mix of nerves and excitement in the air.

AI generated image of a group of people sitting in a room, about to deliver a group presentation

You’ve got a solid plan, but there’s ALWAYS that lingering doubt: will everything work according to plan? Will everything go off without a hitch?

We’ve all been there, the anticipation, the hope that all your hard work pays off. Group presentations can be tough to pull off. But with the right strategies, and a bit of know-how, you can transform your next group presentations into a success story.

Most of the challenges surrounding group presentations revolve around navigating the dynamics of a team presentation, and ensuring a smooth, cohesive delivery. This requires careful planning and practice. In this guide, you’ll learn tips and strategies to nail your upcoming group presentation.

How to Get Started on Your Group Presentation

There is a different dynamic to group presentations because different individuals bring with them different ideas. Here are some basics on getting started with group presentations.

Decide How You are Going to Collaborate

First things first. Decide how your team and you are going to collaborate on the presentation material. If you’re using MS Word, you can easily save a document and share its link with team members. And each member can then work on the same document, on the specific subject that they’ve been assigned. Alternatively, you can also use Google Docs.

When it’s time to create the slides, PowerPoint has collaborative features that you can put to good use.

👉 First create a PowerPoint file.

👉 At some point you need to decide what your slides should look like. You can check out SlideBazaar’s choice of presentation themes, or work on slide designs from scratch (which will take more time).

👉 If you’ve already worked on the content for the slides on a Word file, you can divide the work in PowerPoint for each member as well. To do this, go to the outline view on the left, and create sections for each team member:

PowerPoint's outline view with some purple slides visible, which are themes designed by SlideBazaar

To create sections, simply right click a slide, and click on Add Section, and name your section. You can even right-click the area between 2 slides to create a section.

Once you’ve created sections, each member can work on the section assigned to them.

👉 But be sure to lay down some ground rules on what kinds of fonts, images, etc. are allowed. This is to maintain a visual consistency across the entire presentation.

👉 Now all you have to do is share the file with your team and let each member work on each slide.

How to Nail the Slideshow Part of Group Presentations

Now when it comes to preparing the content for your group presentation, the slideshow, there are some things that you should keep in mind:

Know Your Audience, Understand the Objective

Before creating content, take a step back and clearly define your target audience and the goals you want to achieve with your group presentation. Tailor your content, language and visuals around them, for a better presentation.

Visual Appeal

Create visually engaging slides that complement your presentation delivery. You can spend time working on the design of your slides, or use templates or themes, like those found on SlideBazaar, to create stunning presentations in no time.

Content Quality

Proofread the content in your slideshows. Make sure your slides are organized well. You may also want to rehearse presenting the entire slideshow, while recording yourself. Watch the recording back to ensure your slideshow has a logical flow, and that the content in your slides is easy to understand.

👉 Pro Tip 1: Never fill your slides with too much text. You are not supposed to read aloud from the slides. These slides are meant to support your presentation. 👉 Pro Tip 2: To ensure seamless sharing and distribution of your presentation after rehearsal and finalization, consider converting your PowerPoint slides to PDF format using an online PPT to PDF converter . This not only preserves the layout and design integrity but also makes it easier to share across different platforms and devices without the need for specific software.

A good rule to follow is Guy Kawasaki’s 10/20/30 rule. Have less than 10 slides, spend 20 minutes presenting them, and don’t use font sizes smaller than 30 pts. This ensures that your presentation is short, concise, and does not have too much text.

Presentation Delivery – Useful Tips

Nonverbal cues and stage presence.

Pay attention to your posture while presenting. Maintain good posture, and don’t forget to make eye contact with your audience. Use natural hand gestures to emphasize your points.

Speak loud enough for the audience to hear. You can also try varying your tone to keep the audience engaged. Remember, even silent team members that are with you, contribute to the overall impression through their body language and attentiveness. So, make sure you’re all standing with good posture, and look relaxed and confident.

Transitions and Handovers

When presenting as a group, seamless transitions between speakers are crucial. Practice clear handoff cues.

Handoff cues are signals or actions used to coordinate the transfer of responsibility from one person to another. These could be either verbal or non-verbal, and are needed to maintain a smooth flow during your group presentation.

Here are some examples of handoff cues that you can use:

Verbal Cues:

Introduction: Now, I’ll hand it over to [NAME], who will talk about [TOPIC].
Summary and lead-in: Now that we’ve covered [TOPIC], I would like to invite [NAME] to expand on [NEXT TOPIC].
Question prompt: To answer this question, I’ll pass the stage to [NAME].

Non-Verbal Cues:

Physical gesture: A nod or a smile towards the next speaker.
Movement: Stepping aside to physically clear up space for the next speaker.
Eye Contact: Making eye contact with the next speaker to signal it’s their turn.

Visual Cues:

Props or clicker handoff: Passing the clicker or a relevant prop to the next speaker.

Addressing Questions as a Team

Designate a team member to manage the Q&A session or establish a system for fielding questions. This ensures all inquiries are addressed effectively and avoids confusion for the audience.

Common Challenges You Might Face – And Solutions

Here are some of the most common challenges people usually face with group presentations:

Coordination

Problem: It’s a challenge to coordinate schedules and align everyone’s availability for meetings and rehearsals.

Solution: One way to fix this problem is to use tools like polls or Google Calendar to find times that work for everyone. If you’re all in one group chat, add a poll, and ask your team members to vote on a time and date that they’re available. Try to finalise a time that everyone’s available, and set regular meeting times and dates in advance to allow team members to plan accordingly.

A WhatsApp chat that shows a poll, asking people when they're free for a quick meeting

Communication

Problem: Miscommunication or lack of clarity can lead to confusion among team members and can cause inconsistencies in the final presentation.

Solution: Make sure you establish clear channels of communication, such as a group chat, to facilitate ongoing discussions and updates. Document important decisions and action items in these channels to ensure everyone on your team is on the same page.

Unequal Contribution

Problem: Balancing workload and ensuring everyone contributes can be difficult.

Solution: One of the first things to do, is assign specific roles and responsibilities to each team member to ensure a fair distribution of tasks. There should be regular check-ins with team members to assess progress and address any concerns about workload distribution.

Creative Differences

Problem: Creative differences and disagreements can arise in groups.

Solution: Your meetings can have brainstorming sessions where every team member can openly share ideas and provide feedback. Focus on finding a common ground, and compromise to reach consensus on the decisions you make.

Time Constraints

Problem: Tight deadlines can add pressure, which can impact the quality of the final presentation.

Solution: Break down your presentation project into smaller tasks with clear deadlines . Prioritize tasks based on urgency, and allocate time for regular progress checks to make sure you’re all on track.

Nervousness and Performance Anxiety

Problem: Some members may struggle with anxiety or nervousness, affecting their ability to deliver their parts of the presentation effectively.

Solution: Offer support and encouragement to team members who may be struggling with presentation anxiety. Make sure they get to practice their parts enough. The rest of the team can also pretend to be the audience, if they want to practice in front of people.

Additional Tips for Success

Embrace technology:.

Instead of assigning someone to click through your slides, you can use a clicker, or even a wireless mouse. If you’re using a wireless mouse, make sure you only click through your slides, and do not accidentally move the mouse about.

However, the simplest way I’ve found to move through the slides in your presentation, is to just use your phone. If you have an Android, install PPTControl and its desktop client (search for PPTControl Desktop in the Microsoft Store). Once done, simply connect the app to your device, and you’ll now be able to control the presentation using your phone. It’s super useful!

A picture of a phone and a laptop, the phone is being used to control a presentation on the laptop.

You can also use other tools like polls, quizzes, and more to keep your audience engaged throughout your presentation.

Time Management:

You should be mindful of the allocated time for your presentation. There’s a quick way to keep track of time during your presentation. You can either do this during rehearsals, or during the actual presentation.

Click on the Windows button on your keyboard and search for “Clock”.

A windows search bar, showing someone search for "clock".

Click on Clock, and in the sidebar of the app, find and click on Stopwatch.

The sidebar of the clock app on Windows, showing the stopwatch option.

Now just above the stopwatch, click on the Keep on top button.

The stopwatch on Windows, with a tiny button on one corner that reads "Keep on top"

You now have an onscreen, floating timer. Place it somewhere on the screen as you practice or during your presentation, to keep track of time.

Oh and, one more thing. Here’s a group presentation checklist for you to make sure everything is on track.

Group Presentation Checklist

Establish clear communication channels for the team.
Pick a tool (polls, Calendar), to schedule meetings and rehearsals.
Assign roles and responsibilities.
Define target audience and presentation goals.
Tailor your content, language, and visuals (with SlideBazaar themes).
Create sections in PowerPoint, share it with your team.
Let members create slides.
Proofread for errors, and logical flow. Check for visual consistency.
Rehearse the presentation and record yourselves.
Practice handoff cues for seamless transition between speakers.
Decide on a system for handling audience questions.
Use a clicker or a smartphone app to transition between slides.
Use tools like polls or quizzes in the presentation to keep your audience engaged.
Keep track of time with a floating stopwatch.

Well, that’s about it. These were some tips on how you can get started on your group presentations, some best practices on nailing them, and general advice on getting success! I sure hope you found this article helpful, and that your presentation goes well. Why not check out SlideBazaar, you might find a presentation theme or template that might make your slideshow look amazing. Don’t believe me? Have a look for yourself.

At SlideBazaar, we help you create engaging and memorable presentations. Choose from our collection of professional templates or opt for our custom design services for a personalized touch. Your presentations deserve to be elevated to new heights, and we’re here to help you achieve just that!

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Guide for Giving a Group Presentation

February 21, 2018 - Dom Barnard

In certain academic and business situations, it is more valuable to deliver a group presentation than a solo one. Many people prefer group presentations because there is less pressure on the individual. However there are also unique challenges, such as having to ensure multiple individuals collaborate in order to produce a cohesive piece of work.

Preparing for the group presentation

As with any presentation, there is a significant amount of work during the preparation stage. The group must be well organised because there are multiple individuals, and therefore multiple personalities involved.

Presentation moderator

To assist with organisation, the group should first decide on a presentation moderator – this is essentially the “leader”. The presentation moderator can have the final say when decision-making is needed and, during the Q&A portion of the presentation, can decide which speakers will answer certain questions.

Understanding the audience

To make your presentation engaging you need to think about the audience so you can tailor it towards their needs. How much will the audience already know about this topic? What will they want to get from this presentation?

For example, if you are presenting the topic of building a bridge to a group of civil engineers, you can confidently use technical language. However, if you are presenting to secondary school students, you would need to use simpler language and not explain the methods in as much detail.

The presentation’s purpose

As a group, ensure you agree on the purpose of the presentation so that you all understand the message that needs to be conveyed e.g. “We want to find out which treatment works best for social anxiety.” Deciding on your message means that the group can start building key points around this – just keep in mind that each subtopic must contribute to the presentation’s aim.

Divide the presentation

The presentation needs to be divided into main areas so there is a clear beginning, middle and end. This is where can you decide on the order of the subtopics. Presentations usually follow this structure:

1. Introduction:

It is useful to agree on the first minute of the presentation as a team. This is because the audience should be interested from the start and convinced to listen.
The presentation’s aims are also discussed and an overview of the presentation’s structure is provided. For example, “We set out to explore the effectiveness of different treatments for social anxiety. We will first cover the symptoms and prevalence of social anxiety, before explaining the different treatments. This will then lead into a discussion about the pros and cons of each treatment route. Finally, we will explain which treatment route we decided was the most effective for this disorder.”

2. One or two middle sections:

These sections consist of providing the information that addresses your presentation’s aim.
There can be more of these sections depending on your topic.

3. Conclusion:

After summarising all of the key points, there must be a clear conclusion. It is beneficial to appoint the conclusion to the best speaker as this is where all the information is pooled together.

After segmenting the presentation, a time sequence can be created so the group understands the order in which tasks must be completed. It is important to set deadlines for this.

Share responsibility

A frequent problem when working within a group is unequal participation as this can subsequently cause disharmony.

But this is easily avoidable by assigning each speaker a section of the presentation to work on depending on their interests. This means that each speaker should be doing the research for their section and putting together a speech and slides (if being used).

It is important to specify exactly what each group member should be doing with their time.
Make sure the length of time per speaker is agreed on.
Do not change speakers more than necessary because this can reduce the coherency of the presentation.

Build the presentation together

For an audience to follow and enjoy a presentation, it must flow together. Meeting up and building the presentation helps with this because:

This prevents the duplication of content.
You can put the slides together, although only one individual should be responsible for merging the slides so there is consistency within the presentation.
It is useful to receive feedback on the speeches before presenting to an audience.
The team can agree on any edits.
The team can agree on the conclusion.
You can make sure that each speaker will talk for the same amount of time and cover a similar amount of information.
The team can come up with the first minute of the presentation together.

Business people giving a group presentation

Use stories to engage the audience

A good presentation opening could start with a story to highlight why your topic is significant. For example, if the topic is on the benefits of pets on physical and psychological health, you could present a story or a study about an individual whose quality of life significantly improved after being given a dog.

The audience is more likely to remember this story than a list of facts and statistics so try and incorporate relevant stories into presentations.

Know what each speaker will say

Each speaker must know what the other group members will say as this prevents repetition and it may be useful to refer to a previous speaker to assist in explaining your own section.

Also, if a team member is unable to attend on the day it will be easier to find cover within the group.

Write and practice transitions

Clean transitioning between speakers can also assist in producing a presentation that flows well. One way of doing this is:

Briefly recap on what you covered in your section: “So that was a brief introduction on what social anxiety is and how it can affect somebody”
Introduce the next speaker in the team and explain what they will discuss: “Now Sarah will talk about the prevalence of social anxiety.”
Then end by looking at the next speaker, gesturing towards them and saying their name: “Sarah”.
The next speaker should acknowledge this with a quick: “Thank you Nick.”

From this example you can see how the different sections of the presentations link which makes it easier for the audience to follow and remain engaged.

Practice the presentation

Rehearse with the group multiple times to make sure:

The structure works
Everyone is sticking to their timing.
To see if any edits are needed.

The more you rehearse a presentation the more you will feel comfortable presenting the material and answering questions as your familiarity with the content increases.

Handling nerves before the presentation

It is natural to feel nervous when presenting in front of others, regardless of the size of the audience. Here are some tips:

Remind yourself that the audience is there to listen to you and wants you to do well; there is no need to be afraid of them.
Remember that the audience members will have to present their projects later and are almost certainly feeling just as nervous.
Practicing with your group and practicing your section at home will make you more comfortable and familiar with the material and increase your confidence.
Practice pauses – when people feel nervous they tend to find silences uncomfortable and try to fill gaps, such as using “um” multiple times (filler words). Practicing pauses will help the silences feel less unnatural when you present therefore reducing the need for filler words.
When we are nervous we often begin breathing quickly and this in turn can increase our anxiety. Controlled breathing is a common technique that helps slow down your breathing to normal thus reducing your anxiety.

Exercises to control your breathing:

Sit down in an upright position as it easier for your lungs to fill with air
Breathe in through your nose and into your abdomen for four seconds
Hold this breathe for two seconds
Breathe out through your nose for six seconds
Wait a few seconds before inhaling and repeating the cycle

During the group presentation

Introducing the team.

The presentation should begin with the presentation moderator introducing the team. This is smoother than each individual presenting themselves.

Pay attention to the presentation

You may feel nervous as you wait for your turn to speak but try to listen to the presentation. The audience is able to see the whole team so it is important that you look interested in what is being said and react to it, even if you have heard it multiple times.

Body language and eye contact

Body language is a useful tool to engage the audience:

If it is your turn to speak then stand slightly in the foreground of the rest of your group.
Smile at the audience as this will make you look more confident.
Make eye contact as this helps you engage with the audience.
Keep your arms uncrossed so your body language is more open.
Do not look down and read from your notes- glancing down occasionally is fine but keep in mind that you are talking to the audience.
This is the same for presenting visual aids ; you may need to glance at the computer slide but make sure you predominantly face the audience as you are still speaking to them.
Keep your hands at your sides but use them occasionally to gesture.

Vocal variety

How you say something is just as is important as the content of your speech – arguably, more so . For example, if an individual presented on a topic very enthusiastically the audience would probably enjoy this compared to someone who covered more points but mumbled into their notes.

Here are some pointers:

Adapt your voice depending on what are you saying- if you want to highlight something then raise your voice or lower your voice for intensity.
Avoid speaking in monotone.
Sound enthusiastic – the more you sound like you care about the topic, the more the audience will listen.
Speak loudly and clearly.
If you notice that you are speaking quickly, pause and slow down.
Warm up your voice before a speech

Take short pauses and breath deeply. This will ensure you have more vocal variety.

Handling nerves during the presentation

If you find that you are too uncomfortable to give audience members direct eye contact, a helpful technique is to look directly over the heads of the audience as this gives the impression of eye contact.
Try not to engage in nervous behaviours e.g. shifting your weight or fidgeting.
Remember that it’s unlikely that the audience knows that you are feeling nervous – you do not look as anxious as you feel.
Notice whether you are speaking too quickly as this tends to happen when nervousness increases. If you are, pause and then slow down.

Strong conclusion

Since the conclusion is the last section of your presentation the audience is more likely to remember it. Summarise the key points and lead into a clear concluding statement. For example, if your presentation was on the impact of social media on self-esteem you could list all the main points covered in the presentation and conclude “Therefore, from the amount of evidence and also from the quality of evidence, we have decided that social media is negatively/positively impacting self-esteem.”

Questions and answer session

The questions and answers session after the main presentation can be a source of anxiety as it is often difficult to predict what questions will be asked. But working within a group setting means that individually you do not have to know everything about the topic.

When an audience member asks a question , the presentation moderator can refer a speaker who has the relevant knowledge to provide an answer. This avoids any hesitant pauses.

If you are answering group presentation questions:

Pause before answering- take the time to gather your thoughts and think about your answer
Make sure you answer the question- sometimes you may start providing more information than necessary. Keeping answers as concise as possible will help with this.
Ask the questioner for clarification if you do not understand- it’s better to ask rather than answering in a way that does not address the question.
You’re not expected to know everything- challenging questions will emerge and if you do not know the answer you can respond with: “That’s a really good question, I’m not certain so let me look into that.”

Ending the presentation

A good ending usually consists of the presentation moderator thanking the audience. If there is another group afterwards they should transition to the next group.

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How to Deliver Group Presentations: The Unified Team Approach

When you’re asked to present as part of a panel of experts or a team making a sales pitch, you might think that there is safety in numbers and that you need to prepare less than if you were speaking on your own.

The truth is that, for your audience, a group presentation is only as strong as its weakest presenter. Here’s how to help your team create a strong and unified group presentation .

3 Ingredients of Great Group Presentations

The three ingredients to develop and deliver a unified group presentation are clarity, control, and commitment.

Clarity of Purpose

Clarity of roles, clarity of message, control introductions, control transitions, control time and space, commit to a schedule, commit to rehearsing.

Commit to Answering Your Audience’s Questions

Incorporating these elements will give your audience a “seamless” message.

Ingredient #1: Clarity

Just as your presentation will have a clear purpose, expressed in a thesis statement, your group should create a Charter Statement that explicitly captures the group’s desired outcome.

The charter is different from a thesis statement. The thesis specifically frames the presentation message whereas the charter frames your group’s purpose. This Charter Statement becomes the test of everything that will go into the presentation and help guide the efforts of the team. The charter and the thesis may overlap, but even your thesis statement must be tested against the group’s Charter.

For example, if your group agrees that your general purpose is to sell your product, and, more specifically, you know that the key decision maker in the audience is leery about cutting checks to companies like yours, build that into your Charter Statement.

The purpose of our presentation is to sell our Product to ABC Company by overcoming the objections of the company’s Purchasing Officer through clear examples of how our Product provides a fast return on investment.

The Charter Statement will come in handy when you have a team member who may want to go “off track” to tell personal anecdotes that don’t pass the test of the group’s charter.

Personalities come into play when groups meet to develop presentations. Jockeying for position and ego struggles can quickly deplete the group’s momentum, resulting in hurt feelings and, potentially, a weaker presentation. Providing clarity to group roles helps to establish expectations and keep the entire group moving towards a common objective: a great group presentation.

“ Developing clarity within your group will help you develop a clear message for your audience. ”

Identify the roles your group needs during message development. For example, to ensure that team members are meeting assignments, select a Project Manager . This person isn’t the “boss of the presentation”, but rather will focus on schedule and assignments.

Other roles could include a Gap Analyst who is responsible for identifying “gaps” in content and support materials (handouts, graphics, etc.), which in turn could work closely with other roles within the group like the Chief Researcher .

Capitalize on the unique personalities within your group to develop roles that work well for all, but be sure to discuss the roles openly so they are clear to everyone.

Instead of writing “speeches” for each individual speaker , try creating one master presentation , a unified narrative, and then decide who speaks to which points, and when.

This is a shift from the traditional segmented method of group presentations where often group members are directed to “give five minutes of talking” and then are left to develop content independently.

In a master presentation, each speaker may weave in and out at various points during the presentation. When done well, this fluid dynamic can hold an audience’s attention better by offering a regular change in speakers’ voices and presence.

By using a master presentation, your group will ensure that each of the presenters will stay “on script” and use cohesive language, smooth transitions, and (when using visuals) consistent graphics.

Ingredient #2: Control

Your audience notices how your group introduces itself, so plan those introductions with your presentation.

Your presentation may be part of a larger event that includes an emcee who will introduce the team. If so, be sure that you provide pertinent information to the emcee that will allow her/him to generate interest in your presentation even before you begin speaking.

If your group is responsible for making its own introductions, however, you will need to decide if you will introduce your group members in the beginning, or when they first speak. Your group also will need to decide if each member introduces her/himself, or if one member will introduce everyone.

There is no one right way to do introductions, but your group must decide how to do them before the day of the presentation.

Decide how you are going to “hand off” from one speaker to the next. In the “master presentation” approach, you may want to consider simply have speakers pick up a narrative right where the previous speaker left off.

“ Your audience notices how your group introduces itself, so plan those introductions with your presentation. ”

If you use the more traditional segmented approach, each speaker may cue the subsequent speakers by identifying them and their subject matter. For example:

“…and speaking of quality control, no one is more qualified the Bob Johnson. Bob is going to tell us about how this team will deliver a quality project for you.”

Another option is to assign a group emcee who will handle transitions between presentation sections. Your group will need to determine which option makes the most sense based on your presentation style and audience expectations.

Multiple speakers translate to occupying more physical space, and the potential to gobble up more time with introductions and transitions.

If you will be presenting in a small room, consider where each speaker needs to be positioned to quickly reach the speaking area, and whether they will sit or stand when not speaking.

Your presentation must fit within your allotted time, so you will need to time your group’s presentation, including equipment set up, introductions, and transitions.

Ingredient #3: Commitment

Once you know the date of your presentation, create a schedule that includes specific milestones, such as “presentation draft due” and “final rehearsal”. Having a specific schedule allows members either to agree to the group’s expectations or to offer dates that better fit their personal schedules.

Additionally, you can assign specific responsibilities to the scheduled milestones; for example, who is responsible for bringing the handouts, projector, and laptop to the presentation?

“ If you find group members who lack the commitment to rehearse, consider finding group members who will commit. ”

Rehearsing is one of the most important steps for presentation success. Have your team members agree from day one that they will make themselves available to practice with the group.

If you find group members who lack the commitment to rehearse, consider finding group members who will commit. Practice makes perfect, and no rehearsal means your group doesn’t know what will happen to the content, timing, or quality of the presentation. Do those sound like things your group would like to leave to chance?

Commit to Answering Your Audience’s Questions

Once your formal presentation is over, you may see some raised hands in the audience, ready to pepper your group with questions. Your presentation is not over yet. How you handle those questions is as important as the presentation itself. A well-done presentation means nothing if presenters fumble questions so badly that they appear incompetent.

Have each member develop a list of potential questions and then, as a group, review the list. Discuss who will be responsible for handling which types of questions. Are there any questions important enough to build into the presentation?

From a Rag-Tag Group of Speakers to a Dynamic Presenting Team

By incorporating these three ingredients into your next group presentation process, you will find that you not only develop a presentation that your audience loves, but your group will transform from a rag-tag group of speakers into a dynamic presenting team.

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Great article — what I have found over the years with group presentations (2 or more people) is that the transitions are critical for success. Done well, with good chemistry, and a group presentation is fun to watch. Done badly, with awkward moments, and a group presentation becomes a group debacle.

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Group Presentations: 7 Tips for Presenting With a Group

Presenting as a team is a complex exercise that requires diplomacy, respect, and many human qualities. A group team is composed of individuals where each one has a character and history.

The role of the leader within it is decisive. Each team member must feel in their place and work not only for their own interests but also for a common goal; they must adhere to values to succeed in the work.

Working alone is an opportunity that requires discipline; however, working as a group requires twice of it; all members must be aware of their limitations so that they do not hold them back.

Group Presentations: 7 Tips for Presenting With a Grou p

1. set a criteria to select the members.

Choose your partners and form a balanced group of up to four people, with about the same level, to avoid wasting time on adjustments. Don’t forget to cross-check experiences and personalities so that everyone can help and be helped in turn.

Do not choose only close friends, and surround yourself with motivated and serious people who know each other a minimum.

2. BE ORGANIZED!

Assign individual tasks based on their skills. Also, set meeting rules to improve efficiency, such as turning off laptops, taking notes, scheduling, preparing for meetings, etc.

For successful group presentation, each team member needs to know their role and what they can bring; the objectives to be achieved must therefore be clearly defined, precisely defined, and must, of course, be achievable. Having common objectives clearly stated and well understood helps increase motivation and build a strong team spirit.

3. Outstanding performance is linked to a great leader.

The leader ensures the project as all tasks are distributed between all teammates; a fantastic group also clarifies mutual respect’s needs and boundaries.

Excellent teamwork and leadership ensure outstanding performance because work can be a source of conflict, and the team can go through tensions. However, in a project, the group’s cohesion and teamwork often make a difference.

4. Communication: the key to performance

This makes it easier to help solve a potential problem or to know who to ask for help when needed.

It is essential to listen to others and not make judgments. Everyone works and thinks differently, even if the team uses standard tools and references.

By knowing how to listen, it is possible to learn from others and find together the best solution to achieve the goal. So don’t just focus on how you would have done this or that and consider all the ideas, even the craziest sometimes.

5. Start with individual work

This allows intense exchanges in the group because each student can bring the result of an individual’s work and reflection.

Group work is particularly effective when group members have worked previously on documents that complement each other. The group work then begins with a debriefing of participants.

Mutual listening, cooperation, and integration of all take place spontaneously and without a long start-up time.

6. Set a time to deliberate with your group

Group work is less rentable if time is too short; groups need time to organize their work, interact and prepare their presentation. Time certainly decreases with routine practice, but it is essential when groups are formed randomly.

A reasonable minimum time is obtained by multiplying the time by the number of participants. Groups of three should have at least 9 minutes available.

7. Prioritize rehearsal presentations

Want to stand out 15 key tips for an awesome presentation, 11 best body language tips for engaging presentations (#11 is underrated).

Growing up, we were always taught how we should have manners while talking to others and that there were some things we could not do in front of people like sprawling or even putting our elbows on the table while eating because it was rude. In the examples above, the rudeness comes from gestures, not…

Click to Learn More…

10 Public Speaking Tips for First-Timers

Reference and Further Reading

AcethePresentation. AmadeBai, Emidio. 14 Types of Speech and Easy Tips to Master Them.

How to make a great presentation

Stressed about an upcoming presentation? These talks are full of helpful tips on how to get up in front of an audience and make a lasting impression.

The secret structure of great talks

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TED's secret to great public speaking

How to speak so that people want to listen

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What It Takes to Give a Great Presentation

Carmine Gallo

Five tips to set yourself apart.

Never underestimate the power of great communication. It can help you land the job of your dreams, attract investors to back your idea, or elevate your stature within your organization. But while there are plenty of good speakers in the world, you can set yourself apart out by being the person who can deliver something great over and over. Here are a few tips for business professionals who want to move from being good speakers to great ones: be concise (the fewer words, the better); never use bullet points (photos and images paired together are more memorable); don’t underestimate the power of your voice (raise and lower it for emphasis); give your audience something extra (unexpected moments will grab their attention); rehearse (the best speakers are the best because they practice — a lot).

I was sitting across the table from a Silicon Valley CEO who had pioneered a technology that touches many of our lives — the flash memory that stores data on smartphones, digital cameras, and computers. He was a frequent guest on CNBC and had been delivering business presentations for at least 20 years before we met. And yet, the CEO wanted to sharpen his public speaking skills.

Carmine Gallo is a Harvard University instructor, keynote speaker, and author of 10 books translated into 40 languages. Gallo is the author of The Bezos Blueprint: Communication Secrets of the World’s Greatest Salesman (St. Martin’s Press).

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16 Presenting as a Group

Learning Objectives

List the four common types of group presentations
Discuss techniques for coordinating a group assignment
Plan speech organization for the intended audience
Practice effective group delivery

Imagine you have been assigned to a group for a project requiring a presentation at the end. “Now is the busiest time in my schedule and I do not have time to fit all these people into it,” the voice in your head reminds you. Then you ask the question: “Is there ever a non-busy time for assembling a group together for a presentation ?” These thoughts are a part of a group presentation assignment. The combined expertise of several individuals is becoming increasingly necessary in many vocational (related to a specific occupation) and avocational (outside a specific occupation) presentations.

Group presentations in business may range from a business team exchanging sales data; research and development teams discussing business expansion ideas; to annual report presentations by boards of directors. Also, the government, private, and public sectors have many committees that participate in briefings, conference presentations, and other formal presentations. It is common for group presentations to be requested, created, and delivered to bring together the expertise of several people in one presentation. Thus, the task of deciding the most valuable information for audience members has become a coordination task involving several individuals. All group members are responsible for coordinating things such as themes, strong support/evidence, and different personalities and approaches in a specified time period. Coordination is defined in the dictionary as harmonious combination or interaction, as of functions or parts.

This chapter focuses on how the group, the speech assignment, the audience, and the presentation design play a role in the harmonious combination of planning, organization, and delivery for group presentations.

Preparing All Parts of the Assignment

In group presentations, you are working to coordinate one or two outcomes—outcomes related to the content (product outcomes) and/or outcomes related to the group skills and participation (process outcomes). Therefore, it is important to carefully review and outline the prescribed assignment of the group before you get large quantities of data, spreadsheets, interview notes, and other research materials.

Types of Group Presentations

A key component of a preparation plan is the type of group presentation. Not all group presentations require a format of standing in front of an audience and presenting. According to Sprague and Stuart (2005), there are four common types of group presentations:

A structured argument in which participants speak for or against a pre-announced proposition is called a debate . The proposition is worded so that one side has the burden of proof, and that same side has the benefit of speaking first and last. Speakers assume an advocacy role and attempt to persuade the audience, not each other.
The forum is essentially a question-and-answer session. One or more experts may be questioned by a panel of other experts, journalists, and/or the audience.
A panel consists of a group of experts publicly discussing a topic among themselves. Individually prepared speeches, if any, are limited to very brief opening statements.
Finally, the symposium is a series of short speeches, usually informative, on various aspects of the same general topic. Audience questions often follow (p. 318).

These four types of presentations, along with the traditional group presentation in front of an audience or on-the-job speaking, typically have pre-assigned parameters. Therefore, all group members must be clear about the assignment request.

A man stands at a microphone while moderating a panel discussion of four peoiple who are seated at a table

Establishing Clear Objectives

For the group to accurately summarize for themselves who is the audience, what is the situation/occasion, and what supporting materials need to be located and selected, the group should establish clear objectives about both the process and the product being assessed.

Assessment plays a central role in optimizing the quality of group interaction. Thus, it is important to be clear whether the group is being assessed on the product(s) or outcome(s) only or will the processes within the group—such as equity of contribution, individual interaction with group members, and meeting deadlines—also be assessed. Kowitz and Knutson (1980) argue that three dimensions for group evaluation include (1) informational —dealing with the group’s designated tasks; (2) procedural —referring to how the group coordinates its activities and communication; and (3) interpersonal —focusing on the relationships that exist among members while the task is being accomplished. Groups without a pre-assigned assessment rubric may use the three dimensions to effectively create a group evaluation instrument.

The group should determine if the product includes both a written document and an oral presentation. The written document and oral presentation format may have been pre-assigned with an expectation behind the requested informative and/or persuasive content. Although the two should complement each other, the audience, message, and format for each should be clearly outlined. The group may create a product assessment guide (see Table 1) . Additionally, each group member should uniformly write down the purpose of the assignment. You may think you can keep the purpose in your head without any problem. Yet the goal is for each member to consistently have the same outcome in front of them. This will bring your research, writing, and thinking back to focus after engaging in a variety of resources or conversations.

Once the assignment has been coordinated in terms of the product and process objectives, type of presentation, and logistics, it is important for the group to clearly write down the agreed outcomes. Agreed outcomes about the product include a purpose statemen t that reflects an agreement with the prescribed assignment (i.e. “at the end of our group presentation the audience will be informed or persuaded about the prescribed assignment”). It also includes the key message or thesis to be developed through a presentation outline , a full-sentence outline of virtually everything the speaker intends to say. The outline allows the speakers to test the structure, the logic, and persuasive appeals in the speech (DiSanza & Legge, 2011, p. 131).

T Sample Product Assessment Guide:

Logistics for Group Members

As a group, be very clear about the length of your presentation and its preparation. The length of the presentation refers to your time limit, and whether there is a question and answer period involved. Assignment preparation may or may not have a prescribed deadline. If the assignment does not have a deadline, then set one as a group. If there is a deadline, then the group begins by creating a schedule from the final deadline. As a group, create an action timetable explicitly listing all processes and outputs, as well as communication update points.

As a group, decide the best way to leave enough time in the end to put all the pieces together and make sure everything is complete. If there is a written document, it should be completed prior to the oral presentation rather than at the same time. As a group, realize not everyone may work off a physical calendar. Thus, do not hesitate to require each member to write down all deadlines.

Next, the group can strategically add meeting dates, times, and venues to the action timetable. A meeting is a structured conversation among a small group of people who gather to accomplish a specific task (Beebe & Mottet, 2010). For group presentations, meetings do not always include the entire group. So a schedule of who meets with whom and when is useful for planning work and agendas. In addition, all meetings do not serve the same purpose. For example, informational meetings may be called simply to update all group members; solicitation meetings are called to solicit opinions or request guidance from group members; group-building meetings are designed to promote unity and cohesiveness among group members; and problem-solving meetings result in making decisions or recommendations by the time the meeting convenes.

Once the group is unified about the assignment objectives and time frame, it is vital to predetermine the type of note-taking required of each group member (which may vary) and the variety of information exchange. The more systematic a group is in these two areas, the more unified the process and the product. The system begins with each group member writing down the message, specific purpose, and central ideas for the group presentation. If these are still to be determined, then have each group member identify the areas of background information needed and basic information gathering. Next, simply create a general format for note-taking—whether typed or handwritten and what types of details should be included especially sources. Also with the increasing use of electronic databases be very clear on when related articles should be forwarded to group members. The email inbox flooded with PDF files is not always a welcome situation.

The group should be clear on the explicit requirements for locating recent, relevant, and audience-appropriate source material for the presentation. All of this leads to the foundation of clearly defining the responsibilities of each group member. All tasks should be listed, given deadlines, and assigned people. A means for tracking the progress of each task should be outlined. The group should be clear on what are individual, joint (involving more than one group member), and entire group tasks. Throughout the entire process, all group members should be supportive and helpful but should not offer to do other people’s work.

Organizing for Your Audience

Organizing for your audience relates to how the gathered content can be best arranged for them. According to Patricia Fripp (2011), a Hall of Fame keynote speaker and executive speech coach, any presentation can be intimidating but the key is to remember “your goal is to present the most valuable information possible to the members of the audience” (p. 16). Now what you think is most valuable and what the audience thinks is most valuable must be coordinated because of differences in perception (the process by which we give meaning to our experience). Therefore, organizing for your audience is focused on content, structure, packaging, and human element—not for you, not for the assignment, but for the audience. A customized plan of organization will assist your group in creating relevant messages that satisfy others’ personal needs and goals (Keller, 1983).

Audience members are interested in your expertise that has been developed from solid research and preparation. Audience members may have expectations about what foundational literature and key sources should be contained within your presentation. Therefore as a group, you need to go beyond providing a variety of supporting material within your presentation to considering who will be present, levels of expertise, and their expectations. In general, organizing the content should be focused on usage, knowledge levels, and objectives. First, usage refers to how audience members expect to use your presentational content which will help the group transform ideas into audience-centered speech points. Second, knowledge level means the audience’s knowledge level about the topic within the audience which assists the group in developing supporting material for the entire audience. Third, the objectives are linked to how the content serves the audience’s needs and assists the group in being intentional about helping the audience see the reason for their involvement and receive value for the time they devoted to attend. Overall, the content is coordinated in a way that keeps at the forefront who the decision-makers are and what specifics they need to know, would be nice to know, and do not need to know.

Next professionally packaging a presentation for the audience deals with the structure or how you arrange points. The structure takes into consideration a strong opening, logical order, relevant key points, conciseness, and use of supplementary visual aids. In addition, the linking of points involves conversational language and the appropriate use of acronyms and technical jargon for inclusion or exclusion. The focus is geared to the perception of trustworthiness. Three strategic questions to answer include:

What qualities as a group will demonstrate your trustworthiness to this audience?
What content order needs to be achieved to give a consistent perception of fairness?
What content requires repeating and how should that be achieved—through comparisons, examples, illustrations, etc.?

The packaging of successful group presentations revolves around the type of relationship with the audience, the division of time, and enthusiasm. An important dynamic of group presentations is for your group to know if audience members will be required to give an internal presentation or briefing from your presentation. As a group, know if you are packaging a one-time presentation, bidding for a long-term relationship, continuing a relationship for offering expertise, or if the presentation is tied to internal pressures to performance appraisals. Such knowledge will aid your group in developing talking points which can be re-presented with accuracy.

The type of presentation will help you divide the time for your presentation. The majority of the time is always spent on the body of the speech. A typical 30-minute speech might be divided into four minutes for the introduction, ten minutes for the body, and four minutes for the conclusion. The remaining 12 minutes is for the audience to ask questions, offer objections, or simply to become part of the discussion. It is important to leave enough time for the audience to contribute to the intellectual content. Therefore, always design group presentations with the intent not to run out of time before the audience can participate. All group presentations should have enthusiasm. Group members should be enthusiastic about the audience, message, and occasion. Planned enthusiasm should play a role in creating the introduction, conclusion, and body of your presentations. The consistent use of enthusiasm can be planned throughout the speech outline.

Human Element

Now it is time to focus on compatibility. As a group, consider what will it take to get this audience to pay attention to your presentation. Answer questions such as:

What can your group do to develop an introduction, transitions, and conclusions in a way to connect with this audience?
What types of stories are common or relatable to this audience?
What are the attitudes, beliefs, and values of this audience?

Delivering Your Presentation as One

By completing the other levels of coordination, the group will have decided on the key message, thoroughly researched the supporting material, developed logical conclusions, and created realistic recommendations. Therefore all that stands between you and success is the actual presentation—the vehicle that carries the facts and the ideas to your audience. Here it is important to recognize that if an assignment required both a written document and an oral presentation then be sure one effectively complements the other. Although you can reference the written document during the oral presentation, the oral presentation should be planned with the thought in mind that not everyone is given the written document. Therefore, the oral presentation may be the only content they receive. Since you will not always know who receives the written document, it is best to coordinate the presentation as if no one has the full written document, which can serve as a reference tool for gaining content requiring further explanation or accessibility to detailed information. At the same time, if the entire audience is provided written material keep in mind different decision-makers may be in the audience. For example, the creative director may be only interested in your creative concepts, whereas a vice president of finance may be only interested in figures.

The presentation preparation primarily focuses on your group’s ability to develop a clear plan and execution of delivery. A delivery plan includes essential elements such as (1) purpose, (2) oral content, (3) dress, (4) room, (5) visuals, (6) delivery, and (7) rehearsal to ensure that the group presentation is both captivating and useful to your audience, as well as worth their time.

Group members should keep at the forefront of their minds the answer to the question “Was the general purpose—to inform or to persuade—achieved?” As a group, practice keeping the purpose of the presentation explicit for the audience. The purpose should never become hidden during the presentation. Each group member’s awareness of the purpose is important in maintaining the right kind of delivery. It is possible to have great content for a presentation and miss the entire purpose of the presentation. For example, say your group had been asked to do a presentation about Facebook and how it could be used in the financial industry. You could take an informative or persuasive approach. However, if the audience—banking professionals—attends a presentation where the content is focused on Facebook rather than having a focus on its use in the financial industry, then the purpose was not achieved.

The delivery plan will help you evaluate if the purpose of the presentation is clearly aimed at the primary audience. In addition, the group can determine when and how clearly they are articulating the explicit purpose of the presentation. The purpose is complemented by a clear preview, the audience members’ awareness of what decisions are at issue, and the audience’s desire to get important information first.

Oral Content

Up to this point the majority of the group’s engagement with the content has been in terms of reading and writing. It is time to orally interact with the selected content to ensure that it has been developed for this audience, properly structured, and clearly articulated. The delivery plan is a time to evaluate word choice, idioms, and antidotes. When working with this content, make sure that it is suited to the purpose, and that the key message is explicit so the audience remembers it well.

The introduction of group members, transitions, and internal summaries are all important elements of the delivery plan. A proper introduction of group members and the content will not happen automatically. Therefore, it is important to practice it to determine if introductions fit better at the beginning of the presentation, if names need to be emphasized through the wearing of name tags, or if names are better used as a part of transition content. The use of name only may not be effective in some speaking situations. Therefore, the group needs to determine what a proper group member introduction includes beyond the name. Plus, be consistent; that is, determine if everyone is using first name only or full name, do they need to know your positions, some background, or can you simply state it in a written format such as a team resume. Speech content is not useful if the audience does not accept your credibility.

As in all presentations, an awareness of your physical appearance is an important element in complementing the content of your speech. Do not hesitate to talk about and practice appropriate dress as a group. It is important to look like a group. Really consider defining a group’s speaking uniform by deciding how formal or informal the dress code is.

As a group, the overall question you want to be able to answer is: Did our dress provide an accurate first impression not distracting from the content? So what kinds of things can be distracting? The most common are colors, busy patterns, and large or clinking jewelry. As a group determine what type of dress is effective in coordinating your group’s credibility. It is important to take into consideration cultural, occupational, and regional norms. In addition, it is important to think about branding choices. Often groups want to brand themselves for the audience. It is not necessary to mimic your audience. For example, a sales presentation to cranberry association members may entice a group to wear red. However, the cranberry association may not be the only sale your group needs to make so you will be forced to ask the question: Will each sales presentation audience determine the color we accent in dress? In short, do not let the speaking occasion brand you. Simply know what is considered professional for this presentation. You have spent a lot of time on preparing the content for this audience so do not detract from it.

It is not always feasible to practice your delivery in the actual room where you will deliver your speech. However, it is extremely important that you actively plan your delivery for the room by recreating the speaking environment. If prior access to the room is not available, then you will need to do your planning by asking a series of questions of the presentation planner. Some common things to find out include the size of the room; if a projector is available and its location within the room; is there a platform and/or a stationary lectern; is there a sound system and how many microphones; where the group will be seated before being introduced; will the presentation be recorded; what is the availability of the room in advance of the presentation; and what is the number of seats and seating arrangement so the group can plan for the zone of interaction.

Three people sit on stools on a stage before an audience with a screen with a visual aid behind them

The term visuals refers to both non-technology visual aids (handouts, posters, charts, etc.) and presentation technology. Visuals should not appear as though several individuals made them but rather as uniform to the group’s presentation. All visuals should blend smoothly into the speech. All group members should be clear on what visuals or documents were pre-requested (so you do not eliminate them as unnecessary during rehearsal). Many times it is better to simply project or display visuals. At other times, visuals may need to be assembled in a presentation packet for all audience members. Bohn & Jabusch (1982) suggest that there are several researched-based reasons why visual aids enhance presentations including (a) enhanced understanding —helps audience comprehend what they hear and see; (b) enhanced memory —serves as a visual reinforcement; (c) enhanced organization—visually displays your organizational strategy; (d) enhanced attention —grabs and maintains audience interest; and (e) enhanced sequencing —shows rather than describes.

The four modes of delivery—memorized, impromptu, manuscript, and extemporaneous—are all valuable in group presentations. However, the most common mode of delivery is extemporaneous. Earlier in the chapter, developing a script was discussed. The step of transforming the script into a delivery outline —an abbreviated version of the preparation outline (DiSanza & Legge, 2011)—is a significant part of planning delivery. The ultimate goal is to figure out how the group can be confident that the entire presentation stays together and does not just exist in pieces. The delivery outline may go as far as to stipulate vocal and gesture instructions. The delivery outline is not created to be read from, therefore, the group also should determine how speaker notes will be used. The delivery outline should be provided to every group member so everyone is familiar with the entire presentation. It is important to set up contingency plans for who will present content if someone is absent on the day of the presentation—the presenter who gets stuck in morning traffic or the professional who had a flight delay.

The key is for all group members to remain conversational in their delivery style. This may be best achieved by utilizing effective delivery strategies such as appropriate gestures, movement, and posture; appropriate facial expressions including eye contact; and appropriate vocal delivery—articulation, dialect, pitch, pronunciation, rate, and volume. Group members should evaluate each other on audibility and fluency.

Rehearsals are for the final polishing of your presentations. It is a time to solidify logistics of how many group members are presenting, where they will stand, and the most appropriate transitions between each speaker. Group members should grow more comfortable with each other through rehearsals. A key aspect of polishing involves identifying gaps in content and gaining feedback on content (oral and visual), style, and delivery. The rehearsals are a good time to refine speaker notes and to practice the time limit. The number of scheduled rehearsals is dependent on your group and the amount of preparation time provided. The most important element for the group is to adapt their rehearsal timetable based on an honest evaluation of the speaking skills represented within the group.

The only part of a group presentation that you may not be able to rehearse is responding to the actual audience members’ questions and objections. However, you can anticipate the types of questions and practice a simple strategy of how you will respond—repeating the question, stating who from the group will respond, and answering succinctly. Four of the most common types of questions are follow-up questions; action-oriented questions focused on what would you do if; hypothetical questions focused on different scenarios; and information-seeking questions. A primary way to practice is to think of at least three questions you would like to answer, prepare the answer, and practice it during rehearsal(s).

The foundation of a group presentation is constructed from all the guidelines you use in an individual presentation coupled with additional strategies for working effectively with others. Group presentations primarily entail group communication, planning, organization, and delivery. Effective groups communicate about interaction roles, decision-making, and conflict resolution. Such communication helps the group reflect on group dynamics, customize communication for this speaking group, and establish a unified commitment and collaborative climate.

Review & Reflection Questions

How might a group presentation be different than presenting individually?
In preparing for a group presentation, what are some key questions and considerations for your group?
How can you ensure your group presentation is effective and appears ‘as one’?
Beebe, S.A. & Mottet, T.P. (2010). Business and professional communication: Principles and skills for leadership . Allyn & Bacon.
Bohn, E. & Jabusch, D. (1982). The effect of four methods of instruction on the use of visual aids in speeches. Western Journal of Speech Communication, 46 , 253-265.
DiSanza, J.R., & Legge, N. J. (2011). Business and professional communication: Plans, processes, and performance (5th ed.). Pearson.
Fripp. P. (2011). 9 timely tips for pre-presentation preparation. American Salesman, 56 , 13- 16.
Keller, J.M. (1983). Motivational design of instruction. In C.M. Reigeluth (Ed.), Instructional design theories: An overview of their current status (pp. 383-434). Lawrence Erlbaum.
Kowitz, A.C. & Knutson., T.J. (1980). Decision making in small groups: The search for alternatives . Allyn and Bacon.
Sprague, J. & Stuart D. (2005). The speaker’s handbook (7th ed. ) . Thomson Wadsworth.

Authors & Attribution

This content comes from the introduction, “Preparing All Parts of the Assignment” and “Delivering Your Presentation as One” written by Jennifer F. Wood, Ph.D., in Chapter 18 Group Presentations . from the Public Speaking Project . This content is licensed under a CC BY-NC-ND: Attribution-NonCommercial-NoDerivatives License.

harmonious combination or interaction, as of functions or parts

a structured argument in which participants speak for or against a pre-announced proposition

a presentation in which one or more experts may be questioned by a panel of other experts, journalists, and/or the audience

a presentation format that consists of a group of experts publicly discussing a topic among themselves

a presentation format that involves a series of short speeches, usually informative, on various aspects of the same general topic

a clear, agreed outcome for the presentation

a full-sentence outline of virtually everything the speaker intends to say. The outline allows the speakers to test the structure, the logic, and persuasive appeals in the speech

an abbreviated version of the preparation outline

Presenting as a Group Copyright © 2020 by Jasmine R. Linabary, Ph.D. is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License , except where otherwise noted.

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10 Best PowerPoint Templates for Presenting Decision-Making Models

Decision-making is an intricate process that involves choosing the best alternative from the available ones, taking into account and balancing both intellectual and emotional factors. To reduce the complexity of the process and help individuals and teams make effective decisions, several decision-making models have been proposed. These models guide how to choose the right course of action in a particular situation.

You can educate your audience about these models and facilitate high-quality decision-making using pre-designed PowerPoint templates. You will get many templates online; however, in this article, we have listed the top 10 decks that are 100% customizable and reduce your presentation creation time and effort. Let’s take a look!

Templates for Delivering Amazing Presentations on Decision-Making Models

1. rapid decision-making model.

Using this template, you can explain the RAPID (Recommend, Agree, Perform, Input, and Decide) model of decision-making. You can clarify who will be responsible for providing inputs, shaping and making the decision, and carrying out or executing the decision once it is taken/made. You can further explain how this model helps foster clarity and accountability, empowering organizations to broaden the scope of decision-making and involve clients, business partners, internal teams, and other relevant stakeholders in the process.

2. Vroom Yetton Decision-Making Model

This template lets you explain the Vroom Yetton Decision-Making Model, which highlights three crucial factors (i.e., decision quality, time constraints, and team commitment) to consider while choosing the best alternative. You can also showcase and describe 5 style guides, i.e., Autocratic Type 1, Autocratic Type 2, Consultative Type 1, Consultative Type 2, and Group-based Type 2, that help groups make apt decisions based on the level of subordinates’ involvement and situation.

3. Carnegie Model of Decision-Making

Leveraging this template, you can educate the audience about the model that helps make decisions in uncertain (limited information and other constraints) and conflicting situations (diverse opinions, goals, experiences, and values). You can explain how this model assists decision-makers in forming coalitions and achieving the maximum problem consensus. Further, you can explain the applicability of this model in creating decisions where time is limited and chaos is prevalent among the team/group.

4. Data-Driven Decision-Making

This pre-designed template is the best pick to educate the audience about the model that facilitates decision-making based on data, metrics, and facts. You can also explain how this model helps guide business strategies, improve operational efficiency and agility, and enhance overall performance. Additionally, you can represent the steps involved in this decision-making model.

5. Rational Decision-Making

This 100% editable template is the best visual aid to present the stepwise process of making rational and logical decisions leveraging objective knowledge. You can explain how this model focuses on evaluating risks, costs, and benefits associated with each option. You can further highlight the problems, assumptions, and limitations of this model. The spellbinding design of this deck will enthrall your audience and keep them engaged throughout the presentation.

6. Evidence-Based Decision-Making

Explain to your audience the decision-making model that considers qualitative and quantitative data, rather than instinct or guesswork, for choosing the best alternative. You can showcase the sources of evidence for making well-informed decisions. Moreover, you can describe the application of this model in healthcare, IT, finance, etc., in a visually impressive manner through this template.

7. Agile Decision-Making

Project managers can use this aesthetically pleasing template to demonstrate how this decision-making model helps speed up the software development cycle by improving project transparency, facilitating early identification of risks, and optimizing resource utilization. If you prefer simplicity, clarity, and elegance in your slides, you will love this PPT, which is all about minimalism.

8. Ethical Decision-Making

Ethical decision-making involves eliminating unethical alternatives and choosing the best ethical option. This process is guided by ethical values and principles. Using this professionally designed template, you can depict the steps to ensure the fairness and ethical aspects of the decision made at the workplace. Besides this, you can describe various models associated with this decision-making, such as Bowen’s Model for Strategic Decision-Making, TARES Ethical Persuasion, and Potter’s Box for Decision-Making.

9. Shared Decision-Making

Explain the application of a shared decision-making model in the healthcare field in an engaging and easy-to-understand manner, leveraging this remarkable template. You can explain how this collaborative approach brings together patients and care providers to make decisions on tests and treatment plans based on the patient’s preferences and evidence. You can also shed light on the importance, benefits, and steps of shared decision-making.

10. Consumer Decision-Making Process

Sales and marketing professionals will find this template useful in demonstrating to their team members the stages consumers go through while making a buying decision. You can also explain strategies to be implemented in each stage to help consumers move to the next stage without friction and close the deal. Using this deck, you can also describe various consumer buying behavior types based on the degree of buyer involvement and differences between brands.

So, this is our list of top 10 PowerPoint templates for presenting decision-making models that will infuse life and dynamism into your presentations. Each slide in these decks is created thoughtfully and with great attention to detail to maximize visual impact and audience engagement. Download all those that best suit your requirements!

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Ashish Arora

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Microsoft 365 Life Hacks > Organization > Decision-making techniques for groups

Decision-making techniques for groups

When individuals with diverse perspectives and ideas come together, their interactions can lead to innovative brainstorming sessions. However, making effective decisions as a group can be challenging without the right techniques and methods in place. Try these practical decision-making techniques the next time your group needs help navigating complex choices and deciding on a course of action.

A group of people holding their fists in the air

The importance of group decision making

Working in a group is a great way to take advantage of the collective knowledge, expertise, and experience of your coworkers. It fosters collaboration and encourages brainstorming, which leads to creative solutions that you may have previously overlooked. In addition, groups help foster a shared sense of responsibility, as each group member helps shape the final product. Use one or more of these methods with your group the next time you need to make a decision.

Brainstorming techniques

Brainstorming is a well-loved decision-making technique that involves coming together to generate ideas as a group. No idea is too far-fetched during this phase, as the objective of brainstorming is to create a comprehensive list of potential solutions to your problem.

The nominal group technique (NGT)

NGT is a structured form of brainstorming that encourages different perspectives. Using this method, group members silently write down their ideas before they’re shared with everyone. This ensures that every participant has an equal opportunity to voice their opinions and prevents anyone from dominating the discussion.

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SWOT analysis

SWOT (strengths, weaknesses, opportunities, and threats) analysis is a structured decision-making technique that’s popular in business settings. The goal of SWOT analysis is to help groups identify their strengths and weaknesses along with external opportunities and threats. Try it out by drawing a matrix with four sections: strengths, weaknesses, opportunities, and threats, and creating a list under each section.

The multi-voting technique

If your group is overwhelmed with ideas from a SWOT analysis or brainstorming session, try the multi-voting method to choose which options to prioritize. Using this technique, each member is given a set number of votes which they can allocate to their favorite ideas to determine which ones will be prioritized. The options with the most votes become the focus, while the others may be considered for future discussion.

Consensus building techniques

Consensus building is about reaching an agreement that satisfies most group members by ensuring that everyone’s ideas are considered before making a final decision. The key to successful consensus building is effective communication and compromise.

The Delphi method

The Delphi method is a decision-making method that helps build consensus, typically in a situation where experts are involved. Group members provide input anonymously, and a third-party or facilitator compiles and summarizes the responses. This process is repeated until a consensus is reached, allowing individuals to adjust their opinions based on the group’s feedback.

Decision trees

Decision trees are a helpful visual tool for analyzing larger, multi-step decisions. Make a decision tree by breaking down one major decision into a series of smaller choices and their potential outcomes.

The next time you need to decide on something as a group, remember these techniques to empower your peers and make your next project a collective success.

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World Leaders in Research-Based User Experience

Clean the sludge from decision-making workflows.

July 26, 2024 2024-07-26

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I’ve been recently thinking a lot about sludge — the muck that slowly accumulates in old pipes until the flow of material eventually stops. Poorly designed decision-making workflows feel a lot like sludge-filled pipes : clogged up, confusing, and overwhelming.

Perhaps we should focus less on convincing users to do what we want them to ( Subscribe! Purchase! Donate! ) and more on helping them do what they already want to: efficiently make choices that they’ll be satisfied with. This is what “reducing sludge” means. Simple decision-making workflows are majorly profitable for organizations. They can lead to:

Greater satisfaction: Some of the greatest challenges in any user journey are the decision-making moments — particularly when these decisions are complex or high-stakes.
Increased retention: If making decisions is easy with your product, users are likely to return to you when they need to make the same decisions again.
Reduced need for customer support: Users are less likely to reach out in confusion or frustration when they can make choices they’re satisfied with from the beginning.
Fewer refunds and returns: A major reason customers ask for money back is because, at the time of purchase, they were unable to confidently make a decision they would be satisfied with.

All of them. The number of roles digital products play in daily decision making is growing. I guarantee that, no matter what your industry, at least some of the interfaces and experiences you create present users with choices.

Here are a few examples from various industries:

SaaS tools: Choosing a subscription plan or selecting preferences
Ecommerce/retail: Selecting a product color, size, or level of quality, or choosing delivery options
Finance: Selecting an account type or choosing investment options
Healthcare: Selecting a treatment plan or selecting a healthcare provider
Education: Choosing a course or a learning path
Entertainment: Selecting content to watch or music to listen to
Travel and Hospitality : Choosing a flight or selecting navigation routes

Necessary vs. Unnecessary Decisions

Some decisions are necessary and cannot be avoided; others are unnecessary and users can opt out of making a choice altogether. In either case, the user and the organization have something to gain from a good choice architecture.



	Relieved and grateful that it’s easy to differentiate courses and choose the most beneficial ones Less time spent helping confused students and more satisfied learners	Quickly recognizes an item as the best option and feels confident in their purchase Sees high purchase volumes, few returns, and better satisfaction in the purchase journey
	Confused about which courses to take and frustrated with professors and the department Lots of time spent resolving confusion and adjusting course schedules at the last minute	Can’t tell the difference between some options and wonders if they made the right decision, or gives up altogether Sees high abandonment and high return volumes

It’s not easy. It begins with understanding the circumstances of the decision maker and the complexity of the decision . For example, try answering the following questions about a decision that your users face:

How much prior experience do users have with making this type of decision?
How impactful is this decision in their lives?
How many options do users generally try to compare?
How easily can users differentiate between the available options?

The better you understand factors like these, the better you can predict how difficult a decision will be and explain the reasons why. This knowledge will guide your use of various UX strategies and tools such as calculators and quizzes , comparison tables , or recommendations (all detailed in the report) to clean the sludge and help users easily make decisions they’ll be satisfied with.

If you’d like to dive into how users think about decision making and get some design-specific recommendations, check out our report called Helping Users Make Decisions: Reduce Choice Overload and Avoid Overwhelming Users . This report presents a framework for predicting how difficult a decision will be for users and for applying interface design patterns to simplify decision making.

The frameworks and recommendations in this report were developed from foundational academic literature on decision making and choice overload and from our own primary research on how users make decisions about digital products.

Thaler, R. 2021. What’s next for nudging and choice architecture? Organizational Behavior and Human Decision Processes . 163, (2021), 4-5. DOI: https://doi.org/10.1016/j.obhdp.2020.04.003 . Available at: https://www.sciencedirect.com/science/article/pii/S0749597820303204 .

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Reporting by Karolos Grohmann and Julien Pretot; Additional reporting by Thomas Escritt in Berlin and Elizabeth Pineau and Michel Rose in Paris; Writing by Richard Lough; Editing by Ken Ferris, Pritha Sarkar and Alison Williams

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Inside the Weekend When Biden Decided to Withdraw

President Biden did not tell most of his staff until a minute before making his announcement to the world on social media on Sunday. Vice President Kamala Harris, whom Mr. Biden went on to endorse, also learned of his decision on Sunday.

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By Katie Rogers Michael D. Shear Peter Baker and Zolan Kanno-Youngs

Katie Rogers, Michael D. Shear and Peter Baker reported from Washington. Zolan Kanno-Youngs reported from Rehoboth, Del.

July 21, 2024

“I need you and Mike at the house,” President Biden said late Saturday afternoon.

Mr. Biden was on the phone from his vacation home in Rehoboth, Del., with Steve Ricchetti, a counselor to the president and one of his closest advisers. He was referring to Mike Donilon, his chief strategist and longtime speechwriter. Soon, both men were in Rehoboth, socially distanced from the president, who was recovering from Covid.

From that afternoon and far into the night, the three worked on one of the most important and historic letters of Mr. Biden’s presidency — the announcement of his decision to withdraw from his re-election campaign after top Democrats, donors, close allies and friends had pressured him relentlessly to get out.

He would not tell most of his staff until a minute before making the historic announcement to the world on social media on Sunday. Vice President Kamala Harris, whom Mr. Biden went on to endorse, spoke to him earlier on Sunday morning, as did Jeff Zients, his chief of staff, and Jen O’Malley Dillon, his campaign chair. A handful of senior advisers at the White House heard directly from the president on a Zoom call. Others in the West Wing learned when they saw it pop on social media.

“I believe it is in the best interest of my party and the country for me to stand down,” he wrote, “and to focus solely on fulfilling my duties as President for the remainder of my term.”

The concession was stunning, and discordant with the steady drumbeat of furious denials in the past few days from Mr. Biden’s campaign. It underscored how the president has kept information tightly controlled among a tiny circle of friends, longtime advisers and family members — something that has been true throughout his presidency, but especially during the crisis that has engulfed him since last month’s debate.

From the time the president arrived in Delaware with Covid late Wednesday night, telling reporters “I am doing well,” there have been two political realities: One was a sprawling campaign infrastructure on autopilot, determined to march ahead by continuing to champion Mr. Biden. The other was playing out inside the 6,850-square-foot home with a sign over the front door paying tribute to the president’s son who died in 2015: “Beau’s gift.”

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IMAGES

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COMMENTS

7 Strategies for Better Group Decision-Making
Bring a diverse group together. Appoint a devil's advocate. Collect opinions independently. Provide a safe space to speak up. Don't over-rely on experts. And share collective responsibility ...
3 Group Presentation Pitfalls
If you're giving one, it's the last-minute scramble the night before to decide who is presenting which part of the presentation. If you're observing one, it's the chaos of hearing multiple ...
How To Present With A Group: 14 Expert Tips
5. Individual And Group Practice Are Equally Important. Individual practice is important as it helps you prepare the presentation in solitude, as you would if you were the only speaker. Practicing alone is generally more comfortable, as you do not have to worry about other people watching or judging you.
How to run an effective group decision making process
Group decision-making is the act of collectively making a decision as a group, often using voting techniques and discussions to arrive at a consensus or majority. While a group leader may still make a final decision in some scenarios, group decision making is defined by the fact that everyone in a group has some say in choosing from the option ...
14.3 Problem Solving and Decision Making in Groups
Step 2: Analyze the Problem. During this step a group should analyze the problem and the group's relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
How to give a good group presentation
The "conductor" will also manage time and wrap up the Q&A. Pay attention even when you aren't answering. Consider yourself in the spotlight even when you aren't speaking. Look at the ...
Mastering Group Presentations: A Comprehensive Guide
Choosing a Presentation Moderator. To facilitate organization, the group should appoint a presentation moderator, essentially the "leader" of the group. The presentation moderator has the final say in decision-making and can allocate speakers for specific questions during the Q&A session. Understanding the Audience
A Guide to Effective Group Presentations + Free Checklist
Physical gesture: A nod or a smile towards the next speaker. Movement: Stepping aside to physically clear up space for the next speaker. Eye Contact: Making eye contact with the next speaker to signal it's their turn. Visual Cues: Props or clicker handoff: Passing the clicker or a relevant prop to the next speaker.
Guide for Giving a Group Presentation
To assist with organisation, the group should first decide on a presentation moderator - this is essentially the "leader". The presentation moderator can have the final say when decision-making is needed and, during the Q&A portion of the presentation, can decide which speakers will answer certain questions. Understanding the audience
How to Deliver Group Presentations: The Unified Team Approach
3 Ingredients of Great Group Presentations. The three ingredients to develop and deliver a unified group presentation are clarity, control, and commitment. Clarity. Clarity of Purpose. Clarity of Roles. Clarity of Message. Control. Control Introductions. Control Transitions.
How To Effectively Present to a Group in 10 Steps (With Benefits)
For example, if you're making a particularly important point, using hand gestures to further your point can help listeners focus and remember that topic. 5. Try visual aids. You can also improve your group presentations by creating interesting and appealing visual aids to accompany your oral presentation.
18.2: Communicating about group interaction
Decision-making is not dictatorship. Plus, decision-making isn't the sole responsibility of a group leader. Decision-making is a group process of making choices among alternatives. In an individual presentation you made a lot of decisions on your own. Now it is time to come together as a group to make decisions (see Table 18.3). When you ...
Group Presentations: 7 Tips for Presenting With a Group
Group Presentations: 7 Tips for Presenting With a Grou p. 1. Set a Criteria to select the members. Choose your partners and form a balanced group of up to four people, with about the same level, to avoid wasting time on adjustments. Don't forget to cross-check experiences and personalities so that everyone can help and be helped in turn.
8.5: Problem Solving and Decision-Making in Groups
Step 2: Analyze the Problem. During this step, a group should analyze the problem and the group's relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
8 Tips for More Effective Group Decision-Making
Effective group decision-making only works if everyone in the group is active and engaged. ... 10 PowerPoint alternatives to level up your presentations [2024] Business March 08, 2024. Best collaboration tools for any team in 2024. Impress with interactive presentations. Get started, it's free. Features.
How to make a great presentation
How great leaders inspire action. Loading... Get a daily email featuring the latest talk, plus a quick mix of trending content. TED Members make our mission possible by supporting global access to inspiring ideas. Plus, they get to attend exclusive events. Help support a better future - and a brighter you.
What It Takes to Give a Great Presentation
Here are a few tips for business professionals who want to move from being good speakers to great ones: be concise (the fewer words, the better); never use bullet points (photos and images paired ...
Presenting as a Group
16. Presenting as a Group. Learning Objectives. List the four common types of group presentations. Discuss techniques for coordinating a group assignment. Plan speech organization for the intended audience. Practice effective group delivery. Imagine you have been assigned to a group for a project requiring a presentation at the end. "Now is ...
10 Best PowerPoint Templates for Presenting Decision-Making Models
5. Rational Decision-Making. This 100% editable template is the best visual aid to present the stepwise process of making rational and logical decisions leveraging objective knowledge. You can explain how this model focuses on evaluating risks, costs, and benefits associated with each option. You can further highlight the problems, assumptions ...
Decision-making techniques for groups
The Delphi method. The Delphi method is a decision-making method that helps build consensus, typically in a situation where experts are involved. Group members provide input anonymously, and a third-party or facilitator compiles and summarizes the responses. This process is repeated until a consensus is reached, allowing individuals to adjust ...
Clean the Sludge from Decision-Making Workflows
Quit Creating Nudges, Start Reducing Sludge. Cleaning up the sludge-filled decision-making workflows that torment users is the focus of our new report Helping Users Make Decisions: Reduce Choice Overload and Avoid Overwhelming Users.. Sludge buildup in pipes is like a complicated and confusing decision-making workflow.
Organizers apologize after alleged 'Last Supper' parody ...
Organizers of the Paris Olympics have apologized for what some critics described as a parody of "The Last Supper" during the lavish opening ceremony on Friday. The French Catholic Church said ...
Apparent drag 'parody of Last Supper' at Paris 2024 Olympics ...
A crew of drag queens and dancers performed an apparent "parody of the Last Supper" at the 2024 Paris Olympics opening ceremony Friday, drawing intense criticism across social media. "This ...
Gov. Gavin Newsom issues executive order for removal of homeless
California Gov. Gavin Newsom, buoyed by a recent US Supreme Court decision, issued an executive order Thursday calling on state officials to begin taking down homeless encampments.
Olympic ceremony's 'Last Supper' sketch never meant to disrespect, says
Paris 2024 organisers apologised on Sunday to Catholics and other Christian groups angered by a kitsch tableau in the Olympic Games opening ceremony that appeared to parody Leonardo da Vinci's ...
Two-physician certification in end-of-life decision making
A 72-year-old man was admitted to the haematology-oncology service from the medical intensive care unit of a tertiary care centre in the USA for altered mental status and persistent hypoxia. The patient had initially presented at a subacute rehabilitation facility for acute respiratory failure in the setting of a known pulmonary embolism and new aspiration pneumonia. Notably, the patient had a ...
Inside the Weekend When Biden Decided to Withdraw
Still sick and raspy, the president opted to announce his decision by letter rather than on camera, and worked on drafting it with Mr. Donilon, the author of many of the president's public words ...
5 takeaways from the opening ceremony of the 2024 Paris Olympics
French judoka Teddy Riner, right, and former French track star Marie-José Pérec watch the Olympic cauldron rise in a hot-air balloon after they lit it at the end of the opening ceremony in Paris ...