Nominal Group Technique (NGT) is a structured method for group brainstorming that encourages contributions from all participants. Unlike other consensus-building methods such as the Delphi Method, NGT involves face-to-face meetings where immediate feedback and discussion are facilitated. This technique is particularly effective in ensuring that every group member has a chance to contribute ideas, discuss them, and prioritize the most important solutions or decisions.
Steps and Process
Introduction and Explanation
The facilitator introduces the topic or problem and explains the process clearly to all participants. This ensures everyone understands the purpose and the structure of the session.
Silent Idea Generation
Each participant silently records their ideas independently to avoid the influence of dominant personalities and groupthink. This step is crucial for gathering a wide range of ideas.
Round-Robin Recording of Ideas
Participants share their ideas in a round-robin fashion, ensuring that each person has an equal opportunity to contribute. The facilitator writes these ideas on a flip chart or similar medium visible to all members.
Discussion for Clarification
The group discusses each recorded idea for clarification. This phase allows participants to ask questions, provide explanations, and expand on the concepts listed.
Individual Voting and Ranking
Participants individually rank the ideas. This is typically done using a point system where each person allocates a certain number of points to the ideas they consider most important. The facilitator then tallies the points to identify the priority issues or solutions.
Use Cases and Applicability
Business and Management
NGT is often used in business for strategic planning, identifying customer requirements, and resolving organizational issues. Its structured format ensures that even less vocal team members can contribute valuable insights.
Academic and Research
In academic research and higher education, NGT can help in curriculum development, policy formulation, and comprehensive literature reviews.
Community and Social Services
NGT is useful in community settings for identifying local needs, planning social services, and developing community projects.
Comparison with Delphi Method
Similarities
- Both involve structured group input.
- They are designed to reduce the impact of dominant personalities.
Differences
- NGT involves face-to-face meetings, while the Delphi Method is typically conducted remotely using multiple rounds of questionnaires.
- Feedback and discussion are immediate in NGT, whereas in the Delphi Method, they are delayed between rounds.
FAQs
What are the key benefits of NGT?
- Equal Participation: Ensures every group member can contribute ideas without being overshadowed.
- Immediate Feedback: Facilitates real-time discussion and clarification of ideas.
- Prioritization: Allows the group to systematically prioritize the most valuable ideas or solutions.
Can NGT be adapted for virtual meetings?
How long does a typical NGT session last?
Historical Context
NGT was developed in the 1960s by Andre L. Delbecq and Andrew H. Van de Ven as a response to the limitations observed in traditional group decision-making processes. Its structured approach was designed to harness the collective intelligence of groups while minimizing the drawbacks of informal meetings.
Summary
The Nominal Group Technique (NGT) is a powerful tool for structured group brainstorming and decision-making. Its emphasis on equal participation, immediate feedback, and prioritization makes it invaluable in various fields such as business, academia, and community planning. Whether conducted in-person or adapted for virtual settings, NGT ensures comprehensive engagement and effective problem-solving.
References:
- Delbecq, A.L., & Van de Ven, A.H. (1971). A Group Process Model for Problem Identification and Program Planning. Journal of Applied Behavioral Science, 7(4), 466-492.
- Van de Ven, A.H., & Delbecq, A.L. (1974). The Effectiveness of Nominal, Delphi, and Interacting Group Decision Making Processes. Academy of Management Journal, 17(4), 605-621.
