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Week8 Group decision&Teamwork - Coggle Diagram
Week8 Group decision&Teamwork
A Team Is:
A small number of people
Possessing complementary skills
That have a common purpose
Clearly defined goals
Shared accountability
Are committed to accomplishing something.
The Flying ‘V’ Metaphor:
Effective Teams have interdependent members
They are more efficient working together
They create their own magnetism
They do not always have the same leader
Members care for an nurture one another
High level of trust among members
Teams typically outperform individuals.
Teams use employee talents better.
Teams are more flexible and responsive to changes in the environment.
Teams facilitate employee involvement.
Teams are an effective way to democratize an organization and increase motivation.
79% of Fortune 1000 Companies use Teams
91% use employee workgroups
Improvements in productivity, quality, and morale
Leads to a more effective organization
重点:Individual Versus
Group Decision Making
Individual Decision
1.Strengths of Individuals
2.Speed
3.Clear Accountability
4.Consistent Values
Group Decision
1.Strengths of Groups
2.Input and Diversity
3.Higher-Quality Decisions
4.Increased Acceptance
Characteristics of Groups and Teams
Norms: a group’s shared standards that
guide the behavior of its individual members
Development of group norms
Early behaviors
Imported behaviors
Critical events
Effects of group norms
Conformity: close adherence to the group’s norms by the individual members
The Relationship Between Group Cohesiveness and Productivity
Group vs. Individual Decisions
重点:Using Groups to Make Better Decisions
Advantages
More Points of View
More Possible Solutions
More Creative Solutions
Increased Commitment
重点:Do Groups Actually Make
Higher-Quality Decisions?
Groups should make better decisions than individuals when:
The group members differ in relevant skills and abilities.
Some division of labour can occur.
Memory for facts is an important issue.
Individual judgments can be combined by weighting them to reflect the expertise of the various members.
Disadvantages
Dominant Individuals
Escalating Commitment
Time and money costs
Groupthink
重点Disadvantages of
Group Decision Making
The time it takes to make a decision increases with group size.
Decision quality can take a back seat to political wrangling and infighting.
When meetings are dominated by a single individual or a small coalition, group decision making will suffer.
Tools for Leading Group Decision Making
Let all members participate
Distinguish between idea generation and evaluation
Facilitate free expression
Do not dominate
Stress problem solving
Many organizational decisions are made by groups, especially when problems are ill structured.
Reasons for using groups to make decisions:
Decision quality
Decision acceptance and commitment
Diffusion of responsibility – The ability of group members to share the burden of the negative consequences of a poor decision.
Comparing Work Groups and Work Teams
重点:Why Groups Should Make Decisions
Greater knowledge and facts
Broader perspectives on issues
More alternatives considered
Greater satisfaction with and support of decisions
Better problem comprehension
Serves communication and political functions
Less speed
Compromise may damage decision quality
Negative social pressure
Premature decisions
Individual domination
Interference of personal goals
重点:Groupthink
When members of a group develop a very strong group spirit – high levels of cohesiveness – they sometimes become so concerned about not disrupting the like-mindedness of the group that they may be reluctant to challenge the group’s decisions
When this happens, group members tend to isolate themselves from outside information, and the process of critical thinking deteriorates
The capacity for group pressure to damage the mental efficiency, reality testing, and moral judgment of decision-making groups.
Unanimous acceptance of decisions is stressed over quality of decisions.
Victims of groupthink operate in an atmosphere of unreality that should lead to low-quality decisions.
Factors that can cause groupthink include:
High group cohesiveness
Concern for approval
Isolation of the group from other sources of information
Promotion of a particular decision by the group leader
Groupthink symptoms:
Illusion of invulnerability
Rationalization
Illusion of morality
Stereotypes of outsiders
Pressure for conformity
Self-censorship
Illusion of unanimity
Mindguards
Nominal Group Technique:
A technique for improving group decisions in which small groups of individuals systematically present and discuss their ideas before privately voting on their preferred solution. The most preferred solution is accepted as the group’s decision
Delphi Technique:
A systematic way of collecting and organizing the opinions of several experts into a single decision
重点:How Do Groups Handle Risk?
Group decisions can involve risky and conservative shifts.
A risky shift is the tendency for groups to make riskier decisions than the average risk initially advocated by their individual members.
A conservative shift is the tendency for groups to make less risky decisions than the average risk initially advocated by their individual members.
A key factor in the type of shift that occurs is the initial positions of group members before they discuss the problem.
Group discussion seems to polarize or exaggerate the initial position of the group:
Somewhat conservative members exhibit a conservative shift.
Somewhat risky members exhibit a risky shift.
Two main factors explain the occurrence of risky and conservative shifts:
Group discussion generates ideas and arguments that individual members have not considered before.
Group members try to present themselves as basically similar to other members but “even better.”
The Dynamics of Risky and Conservative Shifts for Two Groups