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 2011

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.

Organizational Diagnostic Organizational Diagnostic SurveySurvey