The Nominal Group Technique (NGT) in Competency Analysis and Its Applicable Contexts:
I. Introduction to the Nominal Group Technique (NGT)
The Nominal Group Technique, also known as the "Nominal Group Method" or "Nomination Group Technique," was primarily developed by Professor Delbecq and colleagues in 1968.
NGT is a structured group decision-making method, used to generate and prioritize ideas or solutions.
The term “nominal group” refers to the limitation of group discussion or interpersonal communication during the decision-making process. For example, members are only allowed to communicate with the facilitator, allowing each individual to think independently on a given issue. This ensures independent thinking free from group dynamics or peer influence.
NGT is best suited for small decision-making groups, typically involving around 8–10 members.
II. Purpose and Application in Competency Analysis
NGT is included among methods used for competency analysis.
Its main purposes include:
NGT is suitable for:
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Groups requiring structured decision-making,
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Situations needing equal participation (e.g., educational settings),
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Complex topics needing multiple perspectives, and
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Classifying and prioritizing a large number of ideas.
In the context of competency analysis, while the steps of NGT do not directly identify competencies, it serves as a method for collectively generating and organizing opinions, which can be used for:
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A. Analyzing unclear or emerging industries/occupations, where experts can use NGT to define roles or competency directions.
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B. Brainstorming and prioritizing job responsibilities, tasks, or the knowledge, skills, and attitudes (KSAs) needed to perform those tasks (similar to how expert brainstorming is used in the DACUM method to generate tasks and competencies).
III. NGT Process (Steps)
According to source materials, the NGT process generally includes the following steps:
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Select Facilitator and Experts:
Choose a skilled facilitator and relevant field experts as participants. Groups usually consist of 8–10 members.
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Define the Problem:
The facilitator presents a specific problem or issue that the group needs to address.
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Idea Generation (Silent and Independent):
Participants quietly and individually write down their answers, ideas, or opinions without discussion.
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Idea Sharing (Sequential but No Discussion):
Each member takes turns to share one idea at a time, recorded by the facilitator—often on large sheets of paper. Duplicate ideas are merged. No discussion takes place during this phase.
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Clarification and Discussion:
After all ideas are shared and recorded, the group clarifies, integrates, and discusses them.
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Ranking and Voting:
Members rank or vote on ideas to determine the best or most important ones. For example, members may privately rank the ideas, followed by group discussion and final ranking. One case involved scoring, discussion, and voting.
IV. Role of the Facilitator
The facilitator is critical to the success of NGT. Responsibilities include:
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Ensuring the process remains structured,
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Preventing dominance by assertive individuals,
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Encouraging equal participation from all members,
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Facilitating the ranking and voting process.
A skilled facilitator is essential. An inexperienced facilitator can significantly reduce the effectiveness of the process.
V. Advantages and Disadvantages
Advantages:
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A. Encourages independent thinking; ideas are generated without external influence.
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B. Ensures equal participation; all voices are heard.
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C. Reduces bias and dominance by individuals.
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D. Ideas are structured, prioritized, and processed for better decision quality.
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E. Keeps meetings focused and efficient.
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F. Has a fixed and simple process (compared to interviews).
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G. Requires less time and cost than interviews.
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H. If practitioners participate, the results are highly relevant to the industry.
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I. Suitable for diverse groups (e.g., people with different disabilities); inclusivity can be achieved through proper design and support.
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J. Enables quick data collection.
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K. Appropriate for analyzing unclear or emerging sectors.
Disadvantages:
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A. Requires an experienced facilitator.
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B. Group size is limited; best for 8–10 people.
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C. Time constraints may occur, especially during idea sorting.
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D. Lacks in-depth debate before ranking.
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E. Ineffectiveness may result from a poor facilitator.
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F. In-person sessions may lead to the influence of authoritative experts.
VI. Comparison with Other Methods
Compared to traditional brainstorming, NGT involves silent and independent idea generation, reducing peer influence. Decisions are prioritized and structured, with a more formal process.
Similar to the Delphi method, NGT can be used to analyze unclear or emerging industries and gather expert opinions.
Some studies suggest NGT can be used alongside quantitative methods (e.g., surveys) or combined with focus group interviews and the Delphi method for richer results.
VII. Applicable Contexts
According to source materials, NGT has been widely used to solve problems in specific fields:
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Education: Curriculum development and staff decision-making.
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Healthcare: Patient care and policy discussion. One case described NGT improving patient care in a medical institution. Studies show NGT is effective for groups with diverse disabilities.
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Social Services
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Government and Business: Strategic planning and innovation.
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Emerging or Unclear Industries: NGT (or Delphi) can be used to consult experts to define directions.
Conclusion
The Nominal Group Technique (NGT) is a structured group method that promotes independent thinking and idea generation by limiting interaction. Through discussion and prioritization, it helps reach consensus. It is suitable for small expert groups, particularly when facing complex issues or needing to structure and prioritize many ideas. NGT is widely used in education, healthcare, and social services. In competency analysis, especially for emerging or unclear professions, it serves as an effective tool for collecting and integrating expert opinions.
