Nominal Group Strategy is the manner in which judgments and beliefs are aggravated to promote imagination and reason when coping with issues or problems in groups which are unstructured. It is usually used to define aspects of a social, political or cultural issue, to classify and identify goals and objectives, to include staff at all levels of decision-making and finally to identify practitioners who can enable others to make decisions (Collins and Guetzkow, 2004). In organisational change NGT’s purpose is to help organise issues, to address what is good for us and what must be improved with the community. The theme of this topic shall be based under the following minor topics: discussing organizational change management team and exploring ways in which organizational change management can work in the community, covering organizational change management tools and lastly explaining the organizational management metrics. The first topic shall take two hours before its completion. Using the NGT procedure, questions shall be asked in relation to the topic under discussion. For instance, the team undertaking the study will be reviewed and questions pertaining what they are working under such as the patterns and themes that can be applied shall be asked. The questions forwarded in the group will only be answered after every member without discussing writes his or her answers and forwards their answers to the team leaders. The team leader then analyses the answers offered and comes up with a common viewpoint or summary. Actions from the last answer offered by the team leader will determine the next topic discussion.
On organizational change management team, the team should have a group of five members and there should be five or more groups. The aim of the group is breaking this topic and finding out how organizational change can work in the community. For instance, process integration which entails preparing for change, managing change-planning, managing change-execute and lastly closing or monitoring change. Selecting a change strategy is also part of the first topic and it includes; degree of resistance, target population, stakes, time frame, expertise and dependency. Some of the tools that will be used in the groups and discussions are; change management organizational assessment, tailoring spreadsheet, comprehensive CM plan, functional impacts spreadsheet, readiness activities or master readiness tracking spreadsheet, readiness checklists, executive reports and lastly organizational change management metrics (Center for Rural Studies 2016). Additionally, for change management to have completed the organizational readiness assessment one has to meet the project manager, sponsor and the subject matter expert. From the stop-continue-start charts developed by every functional group we noticed a pattern that showed that community building involves both the elderly and the young generation.
The most important goal of the topic is to show how it has changed different lives positively and how the changes that are about to be implemented or have always been implemented are important to the society. The first session which involves the cross-functional or by-level grouping comes up with how promoting understanding of priorities and also showing how different issues at the different levels of an organization can be adhered to. By noticing a certain pattern from the group it is realized that in accordance to the topic under discussion people are expected to be involved in the constructing the community so that their views can also be put into action.
Another issue that should be handled in the first topic of discussion is the aspects which need reinforcement since they were effective. For example, security concerns over the past have reduced and thus this should be reinforced. Secondly, road safety signs should be reinforced especially in areas that have play grounds, parks or schools. Lastly, community welfares that are conducted every month are still encouraged so that people co-exist peacefully and caringly.
The second topic of discussion is covering organizational change management tools which should take two hours. The tools within which stated earlier shall be put into use in this section. For the tools to be of importance first the assessment objectives should be reviewed or if not assessed and they include; scope of change, impacted groups, type and amount of change, change culture, value structure, change capacity, leadership style and power distribution, past change history, sponsor model and lastly organization pre-disposition in relation to change (Center for Rural Studies).
First, there is the OCM tailoring process which customizes this strategy and deliverables to the complexity and size of the project (Journal of Extension). The round-robin recording will be implemented. Whereby, objectives are indicated to map the group’s thinking explaining present ideas and process of taking a certain idea serially form every member, group members can decide if the items are duplicated and lastly new ideas can be added. The step that next follows is completion of the organizational readiness assessment. From the above procedures so does the development of the comprehensive plan occur. These provides guidance towards the following aspects; sponsor roadmap, communication plan, readiness strategy, training, coaching and resistance management. Additionally, there are the functional impacts which when combined with the OCM plan it should develop checklists, track, measure and report readiness, communicate forthcoming changes to consumers and feed the master readiness tracking spreadsheet. The tools that are used in this section by the groups should be able to handle a couple of aspects. For example it should determine the general population of a community, number of community halls that are used for social welfares and also social activities that are mostly engaged in by people.
Most of the tasks conducted will be a controlled group task this is because the work is done in groups. In completion, some of the readiness activities that should be conducted are specific roles that each organization will have to play prior to implementation. These activities are recorded on the master readiness tracking spreadsheet in the chronological order which is approximated. The specialist of the group must communicate these activities and dates. The specialist must also implement these activities by offering information and coaching to the organizations. The source of the data for these activities comes from the previous project implementations, project meetings, key end-user meetings, functional impacts spreadsheets and technical requirements of associated software. Finally, the team group items using the colored markers and individuals are star like items by color. This can be well indicated in the maps when constructing patterns.
The voting system that will be used is assigning each person a certain number of votes. This allocates across the items such that it sets the priorities. The amount of time taken when conducting votes can be estimated to not more than 30 minutes. This is because the groups also have different team leaders who collect the specific votes from every member of their group. A summary of the results should be established so that the most occurring topic under discussion shall be implemented.
NGT has really assisted in conducting group research and the results are fruitful. Different organizations have adopted this pattern of research. From the study above the votes and results from the groups can be used to implement certain tasks within the community
Center for Rural Studies. Guidelines for Using the Nominal Group Technique.
Collins, B. E., and Guetzkow, H., (2004). A Social Psychology of Group Processes for Decision-Making. New York: John Wiley & Sons.
http://crs.uvm.edu/gopher/nerl/group/a/meet/Exercise7/b.html. (Accessed 11/7/06)
Sample, John. Journal of Extension. Nominal Group Technique: An Alternative to Brainstorming