BMGT Chapters 8 and 11

rational decision model

assumes managers are fully objective and have all information they need to make a decision

mind guards

self appointed protectors can shut out adverse info

inherent mobility

assuming the group is highly moral encourages members to ignore ethical implication

shared leadership

create interdependency by empowering and serving others

team performance strategies

deliberate plans that outline what exactly the team is to do, goal setting, defining member roles, tasks, and responsibilities

managers

employees in self-managed work groups are acting as their own

the delphi technique

group process that anonymously generates ideas or judgments from physically dispersed experts

behavioral decision making

have a low tolerance for ambiguity and focus strongly on people and the social aspects of a work situation

conceptual decision making

high tolerance for ambiguity and focus on people and the social aspects of a work situation

self censorship

keeping ideas and questions to yourself stifles debate

during the forming stage...

members are more likely to be uncertain about the groups leaders and goals

rationalization

members protect their personal ideas and assumptions

illusion of unanimity

members silence can be interpreted to consent

bounded rationality

nonrational model in which decision makers are limited by various constraints when making decisions

a virtual team

people bond when they see each other, so it is important to have face time with this kind of team?

coordinator

pulls together ideas and suggestions

transparency

rationality makes the reasoning behind a decision transparent and available to scrutiny

norms serve these purposes:

reducing time spent on the development process for groups having pre-established guidelines

framing bias

relates to the manner in which a question is posed or framed

during the storming stage..

subgroups may form and procrastination occur

maintenance roles

support positive interpersonal relationships

over confidence bias

takes place because we are optimistic based on overestimated of what we are able to do

face time

this is important to the formation of virtual teams if possible because it increases trust and builds credibility?

reached consensus

when all members of a group either agree with a decision or are able to support it they have done this?

early conflict resolution

when conflicts arise they are resolved quickly

peer pressure

when loyalty of dissenters is questioned

intution

when you make a decision that comes to mind without clear awareness or evaluation of the evoking cues

evaluator

tests groups accomplishments with logic

team adaptive capacity

the ability to make needed changes in response to demands put on the team

hindsight bias

the bias that occurs when knowledge of previous outcomes influences decisions about the probability of future occurences

representative bias

the decision-making heuristics used when people estimate the probability of an event occurring based on impressions about similar occurrences

problem

the divide between an actual and the desired situation

minority dissent

the extent to which group members feel comfortable disagreeing with other group members

cohesiveness

the sense of "we-ness" that overrides individual differences and motives in a group is this?

social loafing

the tendency of individual effort to decline as group size increases

availability bias

the tendency to base decisions on information that is recent and easily recalled from memory

escalation of commitment bias

the tendency to stick to an ineffective course of action when it is unlikely that a bad situation can be reversed

decision making style

the way an individual perceives stimuli and the general manner in which he or she responds to it

group

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

stereotyped views of opposition

underestimates opponents

alignment on purpose

understanding of the sense of common purpose of the team and the function it serves

cross-functional

when specialists from different areas are put on the same team

tuckmans norming stage

when the group resolves its power struggles in order to accomplish its goals

decision making

when you pinpoint and pick a solution that best solves a problem

social loafing can be prevented by:

limiting group size ensure equity of effort hold people accountable

evidence based decision making

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

informal group

a card club meets monthly to play and have dinner

open communication

a climate of honest communication is fostered

decision tree

a graphical representation of the process underlying decisions

team charter

a plan for how the team will make decisions, share communications and strategies that should be agreed to early in the group development process

trust

a reciprocal belief that another person will consider the effects of his intentions and behaviors on you

role

a set of behaviors for a particular position

a norm

an attitude, opinion, feeling shared by two or more people that guides behavior

recorder

performs "group memory" by documenting

initiator

suggests new goals or ideas

tuckman's 5 stage model of group development

1. forming 2. storming 3. norming 4. performing 5. adjourning

rational decision making model

1. identify the problem or opportunity 2. generate alternative solutions 3. evaluate alternatives and select a solution 4. implement and evaluate the solution chosen

creative performance behaviors:

1. problem formulation/definition 2. preparation/information gathering 3. idea generation 4. idea evaluation/validation

team

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

tuckmans adjourning stage

characterized by rituals, discussions of lessons learned, and moving on

holistic hunch

choosing to make a decision because it feels right

punctuated equilibrium

concerned with how a group functions in the face of change

analytical decision makers are those who:

consider as many facts as possible respond well to new situations tolerate ambiguity well

tuckmans performing stage

constructive conflict resolution, open communication, goal achievement

formal work groups

(example) discussing ways to improve product quality

virtual teams

a team that works together over time and distance using electronic media to combine effort and achieve goals

brainstorming

a technique used to help groups generate ideas by silently and individually writing them down and then sharing

sense of accountability

all members feel as responsible as the manager for the performance of the workgroup

invulnerability

an illusion that the group cannot make a mistake breeds excessive optimism and risk taking

the organizational functions of formal groups:

coordinating interdepartmental efforts implementing complex decisions

responsibility

discourages decision makers from acting on suspect considerations and therefore encourages more responsible decisions

symptoms of group think

invulnerability inherent morality rationalization stereotyped views of opposition self censorship illusion of unanimity peer pressure mindguards

opportunity

is a situation in which its possible to do something that eclipses expectations

Bagleys decision tree

is the proposed action legal? if "yes," does the proposed action maximize value? if "yes," then consider whether or not its ethical

team characteristics

leadership is a shared activity, effectiveness is measured by collective outcomes, accountability is both individual and collective

quality

may be enhanced in the sense that they follow more logically from all available knowledge and expertise