BMGT 3510 Test #2

3 C's of team players

Committed, Collaborative, Competent

T/F Creatively involves only tacit, never explicit knowledge.

False

Groupthink

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivation to realistically appraise alternative courses of action

Team

Small number of people who are committed to a common purpose performance goals, and approach for which they hold themselves collectively accountable.

When does groupthink occur?

When members fail to exercise sufficient reality testing and moral judgment due to pressures from the group

Delphi technique

a group process that generates anonymous ideas or judgements from physically dispersed experts in multiple rounds of brainstorming

Task interdependence

disagree to which team members depend on each other for information, materials, and other resources to complete their job tasks.

Individual roles

set of expected behaviors for a particular position

Role

set of expected behaviors for a particular reason

Group role

set of expected behaviors for members of the group as a whole

T/F In the archiving bias, the decision maker tends to asses the likelihood of an event based on impressions of similar events

False

T/F Is overestimation of opponents a symptom of groupthink

False

T/F The last step in Bagley's decision tree is, "Does the proposed action maximize shareholder value?"

False

T/F The rational model of decision making explains how managers actually make decisions

False

T/F: Evidence should never be used to make a decision only to inform or support one

False

8 Symptoms of groupthink

1. Invulnerability 2. Rationalization 3. Inherent morality 4. Stereotyped views of the opposition 5. Self-censorship 6. Illusion of unanimity 7. Peer pressure 8. Mindguards

4 basic types of task interdependence

1. Pooled 2. Sequential 3. Reciprocal 4. Comprehensive

Brainstorming

helps groups generate multiple ideas and alternatives for solving problems

The making of new mental connections regarding the creative task or problem at hand is represented in the ___ stage of the creative performance process.

idea generation

consensus

is reached when all members can say they either agree with the decision or have had their day in court and were unable to convince the others of their viewpoint. In the final analysis, everyone agrees to support the outcome

Creative outcome effectiveness

joint novelty and usefulness of a product or service as judged by others

Holistic hunch

judgment based on the subconscious integration of information stored in memory

Representativeness bias

leads us to look for information that supports previously formed stereotypes

big data

reflects the vast quantity of data available for decision making

Framing bias

relates to the manner in which a question is posed or framed, it leads us to change the way we interpret alternatives

High-commitment work systems

rely on selective hiring, comprehensive training, comparatively high pay, pay contingent on performance, and good benefits

Automated experience

represents a choice based on a familiar situation and a partially subconscious application of learned information related to it

Bounded rationally

represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions

Opportunity

the situation in which results that exceed goals and expectations are possible

Social loafing

the tendency for individual effort to decline as group sizes increases

decision making style

the way an individual perceives and comprehends stimuli and the general manner in which he or she chooses to respond to such information

3 Benefits of trying to follow a rational process

*Quality *Transparency *Responsibility

Disadvantages of group decision making

*Social pressure *A few dominant participants *Group displacement *Groupthink

3 group characteristics

*Structure *Hierarchy *Norms

2 types of individual roles

*expected roles *perceived roles

What are advantage of group decision making

*greater pool of knowledge *better understanding of the decision rationale *more visible role modeling *greater commitment to a decision

Creation of norms

*often unwritten *might not be openly discussed *can simply emerge over time *or can be purposefully created

2 types of group roles

*task roles *maintenance roles

8 Biases that commonly affect decision making

1. Confirmation bias 2. Overconfidence bias 3. Availability bias 4. Representation bias 5. Anchoring.bias 6. Hindsight bias 7. Framing bias 8. Escalation of commitment bias

Pros of using Intuition

*Can speed up the decision-making process which is valuable when you are under time constraints *Useful when resources are limited

2 forms of Intuition

1. Holistic hunch 2. Automated experience

Tuckman forming stage (1)

During the icebreaking format stage, group members tend to be uncertain and anxious about such unknown as their roles the people in charge, and the group's goals

Tuckman Performing Stage (4)

Focused on solving task problems as contributors get their work done without hampering others.

Tuckman Norming Stage (3)

Groups that make through stage 2 (storming) generally do so because a respected member, other than the leader, challenge the group to resolve its power struggles so work can be accomplished.

Why is cohesiveness important?

High cohesiveness leads to power to enforce norms

Tuckman Adjourning Stage (5)

The group's work is done; it is time to move on to other things. The return to independence can be eased by rituals such as parties and award ceremonies celebrating the end and new beginnings.

Tuckman Storming stage (2)

Time of resting. Individuals test the leader's policies and assumptions as they try to decide how to fit into the power structure

T/F Intuition is represented by two distinct processes- one automatic, involuntary, and mostly effortless; and the other controlled, voluntary, and effortful

True

Formal group

assigned by an organization or its managers to accomplish specific goals

Norm

attitude, opinion, feeling, or action shared by two or more people that guide behavior

In groupthink, the illusion of unanimity is likely to

cause groups to interpret silence as assent

Judgemental heuristics

cognitive shortcuts or biases that are used to simplify the process of making decisions

Grace takes a brand perspective solving and likes to consider many options and future possibilities. She has a long term perspective relies heavily on intuition and discussion with others and is good at finding creative solutions to problems. Grace has a ______ style.

conceptual

In the ___ bias, a decision maker subconsciously decides something even before investigating, and then seeks information that supports the decision

confirmation

Satisficing

consists of choosing a solution that meets some minimum qualifications and that is good enough

Intuition

consists of judgments insights, or decisions that come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity of these cues

Availability heuristic

decision maker's tendency to base a decision on information readily available in memory

Group cohesiveness

defined as the "we feeling" that binds members of a group together, is the principal by-product of Stage 3 (Norming)

Creativity

defined here as the process of producing "new and useful ideas concerning products, services, processes, and procedures

Task roles

enable the workgroup to define, clarify, and pursue a common purpose

Decision making

entails identifying and choosing from among alternative solutions that lead to a desired state of affairs.

In making a decision

evidence forms the basis of the decision

Manager use ____ in three different ways: to make a decision, to inform a decision, and to support a decision

evidence or data

Informal group

exists when the members overriding purpose in getting together is friendship or a common interest

Non-rational models of decision making

explain how managers actually make decisions

Rational model of decision making

explains how managers should make decisions

Maintenance roles

faster supportive and constructive interpersonal relationships

Tuckman's five stage model of group development

forming, storming, norming, performing, adjourning

Creative Performance Behaviors

four key behaviors that drive the production of creative outcomes

decision tree

graphical representation of the process underlying decisions and it shows the resulting consequences of making various choices

Punctuated Equilibrium

groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and objectives. The group then establishes and maintains new norms of functioning, returning to equilibrium.

Self managed teams

groups of workers who have administrative over their work domains

Individuals who are behaviors in decision making style

have a tendency to avoid conflict

Expertise

individuals combined explicit knowledge

Explicit knowledge

information that can easily be put into words

Tacit knowledge

information we gain through experience that is difficult to express and formalize

Optimizing

means solving problems by producing the best possible solution based on a set of highly desirable conditions

Anchoring bias

occurs when decisionmakers are influenced by the first information they receive about a decision even if it's irrelevant

Minority dissent

occurs when group members feel comfortable disagreeing with other group members

Hindsight bias

occurs when knowledge of an outcome influences our belief about the probability that we could have never predicted the outcome earlier

Goal displacement

occurs when the primary goal is subsumed by a secondary goal

Confirmation bias

pertains to how we selectively gather information

What is an assumption underlying nonrational models of decision making?

rational decision making is a struggle

Cross functional teams

teams are created with members

Escalation of commitment bias

tendency to hold an ineffective course of action even when it is unlikely the bad situation can be reversed

Outcome interdependence

the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions

Group

two or more freely interacting individuals who share norms and goals and have a common identity.

Advantages to group decision making

*Greater pool of knowledge *Different approaches to a problem *Greater commitment to a decision *Better understanding of decision rationale *More visible role of modeling

A group becomes a team when

*Leadership becomes a shared activity *Accountability shifts from strictly individual to both individual and collective. *The group develops its own purpose or mission * Problem-solving becomes a way of life, not a part-time activity *Effectiveness is measured by the group's collective outcomes and products.

Why do people form groups?

*Most fundamental is that groups usually accomplish more than individuals *Interacting with others improves both individual and team accuracy

Who is most likely to become a deviant?

*Older members *More intelligent members *Members with high levels of perceived self-competence

4 Stages in rational decision making

1. Identify the problem or opportunity 2. Generate alternative solutions 3. Evaluate alternatives and select a solution 4. Implement and evaluate the solution chosen

What are the two ways of thinking?

1. Rely on intuition, involves mental shortcuts a. Can quick, requires little cognitive effort b. Some call this nonrational decision making 2. Use analytical and conscious thought a. Slow, requires more cognitive effort b. Some call this "rational" decision making

3 Practical considerations in decision making

1. Routine and frequency 2. Time constraints 3. Information and communication

Four criteria of a group

1. Two or more freely interacting individuals 2. Collective norms 3. Collective goals 4. Common identity

Project Teams

Assembled to tackle a particular problem, task, or project

Decision support systems (DSS)

Computer-based interactive systems that help decision makers use data and models to solve unstructured problems

Work Teams

Well defined and common purpose is more or less permanent and require a complete commitment of their members

Types of teams

Work Teams, Project Teams, Cross-Functional Teams, Self Managed Teams

Cohesiveness

a sense of "we-ness" that overrides individual differences and motives

T/F: The degree to which people focus on either task and technical concerns or people and social concerns when making decisions is known as their analytical preference.

false

Overconfidence bias

results in overestimating our skills relative to those of others and overestimating

electronic brainstorming

sometimes called brainwriting, in which members of a group come together over a computer network to generate ideas and alternatives

value orientation

the extent to which a person focuses on either task and technical concerns or people and social concerns when making decisions

Evidence based decision making

the process of conscientiously using the best available data and evidence when making managerial decisions

T/F: Often, the decision maker select the most readily available ideas or solutions. Therefore, they are advised to evaluate a broader set of alternatives

true

T/F: The sources of creative behaviors are both personal and environmental factors

true

Perceived roles

what behavior I think they expect of me

Expected roles

what behavior other members expect of me

Virtual teams

work together over time and distance via electronic media to combine effort and achieve common goals