OB3. Decision Making. Leading Teams (Everest)
-
Upload
ganesandurairaj -
Category
Documents
-
view
223 -
download
0
Transcript of OB3. Decision Making. Leading Teams (Everest)
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 1/21
Class 3
Kevyn [email protected]
Spring 2014
OrganizationalBehavior HEC Paris
© Schulte & Yong, 2011
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 2/21
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 3/21
OrganizationalBehavior HEC Paris
! One: Pre-decision distortion of information
! Don’t poll!! Clarify your understanding of the decision.
! Two: Commonly held information carries too muchweight in a decision.
!
Idea dump!
! Seek out and use uniquely held information.
!
Three: Group decision-making is often multi-party, multi-issue.
! Look for a second agreement!
! Group and consider issues simultaneously.
Leading Teams: Everest Simulation
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 4/21
OrganizationalBehavior HEC Paris
! 90 minutes to complete this “Everest DecisionChallenge”.
! But, this simulation was set-up such that “… one
should expect that many teams will not achievetheir goals.”
! So…
Leading Teams: Everest Simulation
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 5/21
OrganizationalBehavior HEC Paris
! Leader
! Physician
! Photographer
! Marathoner
! Environmentalist
! **Observer**
Team Roles
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 6/21
Recommended Timetable
! Round 0: 10 - 12 minutes
! Round 1: 10 - 12 minutes
! Round 2: 15 - 20 minutes
! Round 3: 18 - 20 minutes
! Round 4: 18 - 20 minutes
! Round 5: 10 - 12 minutes
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 7/21
Round 2: The Medical Challenge
•
!"# #%&'()%*#%+,-'.+ /#&#-)0. 1"##2'%34
•
5%6)(*,7)% 8'.+('9:7)%;
•
<#,/#(; =>?@ (#A:'(#. *)(# +",% 1"##2'%34• 8)B+)(; C%)1. +",+ )%# *#*9#( ",. >.+"*,4
• @%&'()%*#%+,-'.+; D%-E 1"##2'%34
• F,(,+")%#(; =>?@ ,%/ >.+"*, '. /'G#(#%+4
•
?")+)3(,0"#(; C%)1. +",+ 1"##2'%3 '. B('7B,-
.E*0+)* )6 >.+"*,4
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 8/21
Round 3: The Weather Challenge
!"#$ &$'($)*+,)$ -./")'*0". 12.3 4($$3 -./")'*0". 5$*#+6 -./")'*0".
H",(#/
'%6)(*,7)%I,.# B,*0 #J0#B+#/ +) 9# KLM
9#-)1 ,&34
I,.# B,*0 #J0#B+#/ +) 9# NL
O 6,.+#( +",% ,&34
<#,/#( >&34 +#*0 '% F,E ,+ I,.# B,*0 '.
PQR
8)B+)( >&34 +#*0 ,+ B,*0 S '. TTM B)-/#(
+",% I,.# B,*04
R-'*9#(. B,% .:(&'&# B)%/'7)%.
+",+ +,U# *)(# +",% KL *'% +)
0()/:B# 6().+9'+# 9:+ %)+ +").#
'% -#.. +",% V *'%4
?")+)3(,0"#( !#*0 '% M W XYZ[V\ J +#*0 '% M] ^
TN
>&34 1'%/ .0##/ ,+ B,*0 S '.
T 7*#. ,+ I,.# B,*04
F,(,+")%#( C%)1. ")1 A:'BU-E 6().+9'+#
)BB:(. 1'+" B#(+,'%
+#*0#(,+:(# ,%/ 1'%/ .0##/
B)*9'%,7)%.4
@%&'()%*#%+,-'.+ >&34 _'%/ .0##/ ,+ I,.#
B,*0 '% F,E '. KK4N *0"4
=,. `_H 1'%/ B"'-- B",(+ +",+
B)%+,'%. ,BB:(,+# 6().+9'+#
'%6)4
R)%B-:.')% 789: +$'(: *+ ;*<$ 2< =>:?@
AB($C+$3 +$'( *+ ;*<$ 2<
>:?@ D=>:?@ E=F@G
AB($C+$3 +$'( *+ H*'( ? 2<
II@ C"#3$) +6*. ;*<$ <"
H*'( ? 2< EJI:K@
AB($C+$3 L2.3 <($$3 *+
;*<$ 2< =I:?? '(6:
AB($C+$3 L2.3 <($$3 *+
H*'( ? 2< ?F:IJ '(6:
&6$ C"'M2.*0". "/ L2.3
<($$3 D?F:IJ'(6G *.3
+$'(: DEJI:K@G L2## )$<,#+ 2.
/)"<+M2+$ 2. #$<< +6*. N
'2.:
&6$)$/")$O +$*' <6",#3
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 9/21
Round 4: The Oxygen Challenge
!"#$ H#2'M Q,)*0". RBS9$. H*.2<+$)< *.3 T<*9$ U$)<".*# -./")'*0".
H",(#/ a):%/ +('0 6()* R,*0 S
+) .:**'+ +,U#. Kb"(.4
!#,* ",. NL B,%'.+#(. ,&,'-,9-#4
YR",%3#. 1'+" %:*9#( )6 B-'*9#(.\
a#.B:#/ *#*9#(. /)%c+ %##/
)JE3#%4
<#,/#( R,%'.+#(. ")-/ QNL -'+#(. )6 )JE3#%4 `##/. K -'+#([*'%4
8)B+)( `) )JE3#% ,9)&# R,*0 S '. 6,+,-4 8)B+)( '. )6 ,&34 1#'3"+4
?")+)3(,0"#( ?,(7,- B,%'.+#(. B,%c+ 9# .",(#/4 `##/. K -'+#([*'%4
F,(,+")%#( `##/. T4V -'+#(.[*'% 6)( Kd "(.
,%/ V -'+#(.[*'% 6)( N "(.4
@%&'()%*#%+,-'.+ R-'*9#(. )6 ,&34 1#'3"+ :.# N4V
-'+#(. 0#( *'%:+#4
`##/. T4V -'+#(.[*'%4
R)%B-:.')% !)+,- 7*# 6)(
():%/ +('0 '. KLbL
*'%:+#.4
V$*3$) *.3 (6"+"9)*(6$) .$$3 J $*C6:X,+ K -'+#([*'%e #,B" %##/. KLbL -'+#(.e 1"'B" #A:,-. K4V
B,%'.+#(.4]
Q"C+") .$$3< ?:X,+ N4V -'+#(.[*'% f ,&34 1#'3"+ f %##/. NQLL -'+#(.e 1"'B"
#A:,-. T4QV B,%'.+#(.4]
W*)*+6".$) .$$3< K:X,+ T4V -'+#(.[*'% 6)( Kd "(. ,%/ V -'+#(.[*'% 6)( N "(.e %##/.
TZdL -'+#(.e 1"'B" #A:,-. V4V4 B,%'.+#(.4]
A.82)".'$.+*#2<+ .$$3< K:X,+ T4V -'+#(.[*'%e %##/. TQbL -'+#(.e 1"'B" #A:,-. V4NV
B,%'.+#(.4
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 10/21
Key take-away #1: Asymmetries and Process Loss
! Team members have distinct, unique information.
! Team decision-making resembles multi-partynegotiations.
! Process loss is the reason why teams fail.
! E.g. “groupthink” and “relationship conflict”
OrganizationalBehavior HEC Paris
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 11/21
Key take-away # 2: Information Sharing Problems
! Teams are assembled to pool expertise.
! Diversity in teams assumed to be ideal.
! But, uniquely held information is often not shared orignored.
! Causes:
! People take for granted what they know.
! Lack of psychological safety.
! i.e. members feel they will be marginalized if
they speak up, ask a question, express adissenting view, or change the course ofdiscussion.
OrganizationalBehavior HEC Paris
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 12/21
Key take-away #3: Goal Conflict Problems
! Team members often possess a mix of sharedand private objectives that are in conflictwith those of other members.
! People can be so focused on achieving their
own objectives that they overlook searchingfor alternatives that is beneficial to all teammembers.
!
Debates can become dysfunctional whengoals differ; task-conflict can deteriorate intorelationship-conflict.
OrganizationalBehavior HEC Paris
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 13/21
Key take-away #4: Psychological Safety
! Psychological safety ensures members feelcomfortable:
! Asking questions.
! Requesting clarification.
! Inquiring about other’s views.
! Express and discuss dissenting views.
! Admit mistakes.
! Ask for help more frequently.
OrganizationalBehavior HEC Paris
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 14/21
Key take-away #5: Psychological Safety
!
How can leaders enhance psychological safety?
! Acknowledge your own vulnerabilities and mistakes.
! Recognize and reinforce courageous behavior.
! Reduce the salience of status differences.
!
Balance the power of experts.
!
Encourage multiple channels of communications.
! Set an appropriate tone for discussion, particularly
with regard to language.
! Remove yourself from the discussion to encourage
frank and open discussions.Organizational
Behavior HEC Paris
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 15/21
Key take-away #6: Role of the Leader
! Create productive dialogue and ensure that a few
members do not:! Dominate the discussions.
! Advance their own interests at the expense ofshared goals.
! Silence dissenting views.
! E.g. Dialectical Inquiry Method:
! Create two subgroups to generate alternatives,exchange proposals, and critique one another’sideas.
! Helps unique information to surface.
! Creates a climate of psychological safety.Organizational
Behavior HEC Paris
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 16/21
Key take-away #7: Role of the Leader
! Engage in active listening.
! Take detailed notes.
! Ask questions to identify key points.
! Playback views to ensure proper understanding.
! Pay careful attention to procedural justice.
! Decisions are accepted when the decision process is believed
to be fair and equitable.
! Fair process:
! Every member has voice.
! Genuine consideration for each view.
! Each member contributes to the final outcome.
! Carefully explain the rationale for the final decision.
OrganizationalBehavior HEC Paris
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 17/21
4 +"# %) ,..")-# (:-# 4
• _") '. ,% ,..")-#g
– +"# H+,(9:BU. +#.+
–
+"# /'(+EP/)2#% +#.+
•
8#,-'%3 1'+" ,..")-#.4
• D// +1'.+4
LEGO
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 18/21
4 +"# H+,(9:BU. +#.+ 4
• h/#B,6 3(,%/# ",-6P.)Ee ",-6P-)1 6,+ 'B#/ &,%'--,e
/):9-#P.")+e 3'%3#(9(#,/ B,00:BB'%)e #J+(, /(Ee -'3"+
'B#e 1'+" )%# H1##+P%cP-)1e ,%/ )%# `:+(,H1##+i
• (:-#; +"# *)(# B)*0-'B,+#/ +"# H+,(9:BU. )(/#(e +"#
9'33#( +"# ,..")-#4
LEGO
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 19/21
4 +"# /'(+EP/)2#% 4
• 0#(.)%,- '%.:-+. ^ .,(B,.7B j)U#. +) '%.:-+
• '%&,.')% )6 0#(.)%,- .0,B# ^ :%'%&'+#/ 0#(.)%,- B)%+,B+
•
#*,'- k,*#.^ '%7*'/,7)%• .+,+:. .-,0. ^ 0:9-'B .",*'%3
• (:/# '%+#((:07)%. ^ /'(+E -))U.
• +1)P6,B#/ ,l,BU. ^ +(#,7%3 0#)0-# ,. '%&'.'9-#
LEGO
7/21/2019 OB3. Decision Making. Leading Teams (Everest)
http://slidepdf.com/reader/full/ob3-decision-making-leading-teams-everest 20/21
4 /#,-'%3 1'+" ,..")-#. 4
• =)0# 6)( +"# 9#.+e #J0#B+ +"# 1)(.+4
• I# '%/'G#(#%+ ,%/ #*)7)%,--E /#+,B"#/4
•
<))U 6)( .*,-- 1'%.4
•
<'*'+ E):( #J0).:(#4
• @J0).# +"#*4
•
8#P#.B,-,+# ,%/ (#P#/:B,+#4•
H+,%/ :0 +) +"#*4
LEGO