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Team Decision Making: Pitfalls and Solutions - Coggle Diagram
Team Decision Making: Pitfalls and Solutions
Rational model
Decision making
Choose among alternatives by integrating different perspectives, opinions of team members
Choose solution
Implementation
Adhere to solution
Planning
Evaluate alternatives
Interpret and exchange information
Create, identify alternative courses of actions
Evaluation
Monitor consequences
Seek feedback
Evaluate decision
Orientation
Plan the process
Gather information
Set goal
Identify alternatives
Define the problem
Team decision making
Individual decision making biases
Overconfidence
Confirmation bias
Framing bias
Decision fatigue
Individual VS group decision making
Demonstrable vs non-demonstrable tasks
Groups out-perform individuals
Group to individual transfer
Minorities vs majorities
Refusal to make decisions
Group decision rules
Majority / plurality rule
Best member rule
Condorcet majority rule
Random member rule
Davis' weighted average winner
Group satisficing rule
Median winner
Average winner
Groupthink
Overestimation of the group
Closed-mindedness
Pressures towards uniformity
Deficits from groupthink
Failure to reexamine alternatives
Failure to examine preferred choices
Incomplete survey of objectives
Selection bias
Poor information search
Incomplete survey of alternatives
Failure to create contingency plans
Learning from history
Reducing groupthink
Different perspectives
Devil's advocate
Risk technique
Structured discussion
Face-saving mechanism for teams
Project alternative viewpoints
Team size
Second solution
Inconclusive conditions
Time pressure
Preventative conditions
Precipitous conditions
Escalation of commitment
Project determinants
Psychological determinants
Personal rewards
Own ego, team reputation
Structural determinants
Minimizing escalation of commitment
Set limits
Avoid the bystander effect
Avoid tunnel vision
Recognize sunk costs
Avoid bad mood
External review
Group polarization
Information dependent (need to be right)
Normative influence (the need to b liked)
Conformity pressure
Abilene paradox
Trivial decisions
Conformity
Lack of self-confidence
Faulty decision-making climate
Strong argument
How to avoid abilene paradox?
Conduct private vote
Minimize status differences
Utilize scientific method
Confront issue in team setting
Provide formal forum for controversial views
Take responsibility for failure
Presence of an expert
Unethical decision making
False consensus
Vicarious licensing
Rational expectations model
Desensitization
Accountability
Pre-decision VS post-decision
Outcome VS process
Audience with known VS unknown views
Legitimate VS illegitimate
Contemplation
Create cultures of integrity
Future self-orientation