BMGT 364 Managing People and Organizations Fall 2012 Session 11 Leading Team Decision Making Agenda Review and Debrief Everest Simulation Information Sharing Communication Approaches Guidelines for Decision Making in Teams Copyright 2012 Copyright 2012 Debriefing Mt Everest Simulation What did you learn from team dynamics How did you handle the challenges that arose How did you balance incongruent individual and team goals What would you do differently if your team were to try to reach the summit a third time Key Challenges Goal Asymmetry Common information effect Information shared by more members has more impact on team judgments than unique information Tends to occur regardless of how valid unique information is Groups often spend too little time discussing unshared unique information focus on shared information A C B D A D A B C D E F B E A C B E C F A C D F A B C D E F A B C D E F Discuss as a team and report Copyright 2012 No overlap of information between three people A C Common to all three people B D Shared by two people E F Unique to one person All information fully shared by all three people Copyright 2012 1 Task Related Process Information Sharing We want to select team members who bring different knowledge and perspectives to the table asymmetric information Many reasons exist for suboptimal information sharing within groups Shared information SI Unique information UI Information items that are held by all participants in a group decision making environment Information items that are held by one or some but not all member s of the group Sharing Unique Information As a team discuss what you might have done to get all the information you needed to successfully climb Mt Everest as a team Copyright 2012 Copyright 2012 Mt Everest Simulation Lessons Learned Psychological Safety vs Team Effectiveness y t e f a S l l a c i g o o h c y s P 5 4 8 4 6 4 4 4 2 4 3 8 3 6 3 4 3 2 3 Psychological Safety Trust Team members Feel more comfortable asking questions and requesting clarification Are more likely to inquire about other s views and express dissenting views Are more likely to admit mistakes and request help Results in more cognitive conflict and broader information sharing 3 3 2 3 4 3 6 3 8 4 4 2 4 4 4 6 4 8 5 Team Effectiveness Copyright 2012 Copyright 2012 2 Mt Everest Simulation Lessons Learned Cognitive Conflict vs Team Effectiveness Affective Conflict vs Team Effectiveness Conflict Cognitive Task Oriented Affective Person Oriented t c i l f n o C 5 4 5 4 3 5 2 5 3 2 1 5 Cognitive Conflict Affective Conflict Linear Cognitive Conflict Linear Affective Conflict 1 5 2 2 5 3 3 5 4 4 5 5 Team Effectiveness Copyright 2012 Copyright 2012 Mt Everest Simulation Lessons Learned Leader Effectiveness vs Team Effectiveness 5 4 5 4 3 5 3 s s e n e v i t c e f f E r e d a e L 3 3 5 4 4 5 5 Team Effectiveness Leader Directive on Process vs Team Effectiveness Leader Directive on Content vs Team Effectiveness Leader Impact Process Content Intervene actively in the discussion active listening Promote constructive and Use methods to surface unique information Identify important data from team members t c i l f n o C 5 4 5 4 3 5 3 2 5 Leader Directive on Process Leader Directive on Content Linear Leader Directive on Process Linear Leader Directive on Content vigorous debate Uses Advocacy and Inquiry approaches Promote dialogue among all team members 2 5 3 3 5 4 4 5 5 Team Effectiveness Copyright 2012 Copyright 2012 3 Advocacy vs Inquiry Orientation Fostering Inquiry Orientation in Teams Advocacy orientation Inquiry orientation Garvin Roberto 2001 How do you play Forcefully and confidently advocate your point of view Represent your function or role or point of view Put forward your point of view as partial and inquire into others views experiment with different roles e g act as a skeptical generalist Unstated rules of the game The aim is to win gaining converts to your point of view The aim is to collectively arrive at the best possible solution View of others Competitors Strategy for dealing with gaps in your argument Hide them Collaborators Reveal them Response to dissent Suppress it find it annoying Seek it examine its implications Copyright 2012 Take a perspective that decision is a process not a one time event Lead or implement group decision processes in a way that they allow a group to identify and consider a wide range of ideas assumptions and options advocacy versus inquiry Criteria a litmus test Multiple alternatives Assumption testing Well defined criteria Dissent and debates Perceived fairness Copyright 2012 Groupthink Occurs when the norms for conforming in a homogeneous group become so strong and members are highly concerned about maintaining unanimity that they fail to critically evaluate their options and consequently make a poor decision Mt Everest Simulation Lessons Learned Fair Process vs Team Effectiveness s s e c o r P r i a F 5 4 8 4 6 4 4 4 2 4 3 8 3 6 3 4 3 2 3 Janis I 1972 Victims of groupthink Boston MA Houghton Mifflin Janis I 1982 Groupthink Psychological studies of policy decisions and fiascoes Boston MA Houghton Mifflin Copyright 2012 3 3 2 3 4 3 6 3 8 4 4 2 4 4 4 6 4 8 5 Team Effectiveness Copyright 2012 4 Debriefing Mt Everest Simulation Section 0701 Class results 6 out of 7 teams with at least two climbers reaching the summit in round 2 Two teams had all climbers at the top In 4 teams 1 or more members had to be rescued Medical challenge and weather challenge were solved by 5 teams The oxygen challenge was solved by 1 team Goal attainment Round 2 Average 66 8 team goals achieved range 41 93 Winning team Team 3 with 93 in final round Mt Everest Simulation Lessons Learned Information goal asymmetries exist within teams Challenge in teams is to blend optimize these Leaders play a crucial role in determining how these asymmetries affect team performance Set tone focus for what information is is not shared How teams manage incomplete conflicting ambiguous information can determine their success In real world settings often can t know all details yet still have to take action Leaders teams learn to be effective through how they respond to challenges feedback What s your personal response to failure Copyright 2012 Copyright 2012 Simulation What You Should Have Learned Understanding Team Decisions Benefits Drawbacks Interpersonal Processes Actively listening to others Supporting others Differing with others constructively when necessary Participating equally in
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