Decision Making And Problem Solving For Feb 24 Class
Transcript of Decision Making And Problem Solving For Feb 24 Class
Group Decision-making and Group Decision-making and Problem-solvingProblem-solving
Cycles of Group Movement Cycles of Group Movement and “Stuckness” and “Stuckness”
Learning in Groups and TeamsSpring 2010
AgendaAgenda◦ In pairs, discuss an example of group decision-making in your work setting
What type of decision-making was used? Why was it appropriate or not, given the
circumstances?
Discussion of group decision-making How can this knowledge be applied?What are the consequences?
Three Approaches to Group Three Approaches to Group Decision-MakingDecision-Making
Decision-Making in Groups and Decision-Making in Groups and TeamsTeams
Decision-Making in Groups and Decision-Making in Groups and TeamsTeams
January 28, 1986 The Challenger explosion claims the lives of all seven members of its crew.
December 7, 1941 The Japanese attack on Pearl Harbor kills more than 2,300 Americans.
April 17, 1961 1,300 members of a CIA-supported force storms the beaches of Cuba.
Groupthink is a phenomenon wherein people seek unanimous agreement in spite of contrary facts pointing to another conclusion.
Decision Making Decision Making ProblemsProblems
Groupthink Symptoms
Unwaivering belief that the group’s decisions will work
Collective rationalization
Belief in the morality of the group
Direct pressure on dissenters – suppression of negative comments in group discussion
Overestimation of the group’s superiority compared to others
Self-censorship – group members do not state their opinion if it differs from others
Illusion of unanimity – belief that everyone agrees with the decision
Group members protect the leader and group from negative information about the decision
Groupthink: Cause and Groupthink: Cause and PreventionPrevention
Eight warning signs
The illusion of invulnerability
Belief in the inherent group morality
Rationalization of group views
Stereotyping of out-groups
Self-censorship
Direct pressure on dissenters
Self-appointed mindguards
The illusion of unanimity
Four key preventative strategies:
Establish an open climate
Avoid the isolation of the group
Assign the role of critical evaluator
Avoid being too directive
Maier’s article: Challenger Maier’s article: Challenger SyndromeSyndrome
Jerry Harvey’s Trip to Jerry Harvey’s Trip to AbileneAbileneWhat is the Abilene Paradox?
◦When groups make decisions that are contrary to what they really want to do and thereby defeat the purposes they want to achieve.
◦Harvey believes that organization’s failure to manage agreement is a major source of organizational dysfunction.
How would you define a How would you define a paradox?paradox?
A paradox is a statement that expresses an apparent contradiction that is actually true..
Smith and Berg (1987) Smith and Berg (1987) identified several types of identified several types of paradox in group life:paradox in group life:Belonging
◦ Identity, Involvement, Individuality, and Boundaries
Engaging◦ Disclosure, Trust, Intimacy, Regression
Speaking◦ Authority, Dependency, Creativity, Courage
Contextual Influences◦ Importing/exporting frames of reference
Inter- group Influences◦ Scarcity, perception, and power
Organizational Diagnostic Organizational Diagnostic SurveySurvey