NCJ Number
104830
Date Published
1985
Length
36 pages
Annotation
This case study of a task force's failure to accomplish its general objective outlines procedures for organizing and operating a task force to facilitate constructive decisionmaking.
Abstract
Montrechet, a division of G.A. Farber, established a task force of senior managers to formulate priorities for the development of new management information systems. The task force failed because group members did not perceive sufficient common or joint interests to stimulate the formation of dyads from which to build factions that would lead to majority decisionmaking. Task force success is facilitated by taking certain steps prior to membership selection, in the early phase of task force decisionmaking, prior to decisionmaking, and during decisionmaking. Steps prior to membership selection should define the task force's mission and the scope of its decisionmaking authority, identify the skills required and the organizational level from which task force members must be selected, determine the factors likely to motivate task force members, and address leadership issues. In the early phase of decisionmaking, opportunities should be provided for task force members to know one another, for the determination of the existence of a consensus about various process issues, and for the development of a strategy absent group consensus about organizing strategy. Assuming there is no a priori consensus in the group, the task force should analyze its problem from a negotiations perspective. The decisionmaking phase should seek integrative solutions which meet the interests of several members, thus providing a basis for coalition formation. The task force should focus on misgivings held by minority factions or dyads so as to address their concerns in the majority decision. 6 footnotes, 35 references, 3 figures, and 3 tables.