golchehreh sohrab, ph.d.conference.imps.ac.ir/userfiles/file/نشست های سال 95/ارتقا...
TRANSCRIPT
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Golchehreh Sohrab, Ph.D.
Faculty of Business and IT
University of Ontario Institute of Technology
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Space Shuttle Challenger January 28, 1986
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A special commission
was formed to
investigate the disaster
NASA’s organizational
culture and decision-
making processes
were identified as key
contributing factors
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1. Common Decision Making Pitfalls
Managerial Solutions for Improving Team
Decision-Making Processes
2. Information Processing in Teams
Managerial Solutions for Enhancing
Information Processing
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Consensus becomes paramount
Desire for unanimity overrides the motivation to realistically appraise alternative courses of action (Janis, 1982)
A combination of several biases happening in the team
Conformity
Censoring
▪ Censoring other team members
▪ Self-censoring
Invulnerability
▪ Failing to reach outside team boundaries to gather information
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Avoidance of Conflict
Pluralistic ignorance
Everyone assumes that others are
behind this idea
Assuming the desires of others +
conflict avoidance
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The tendency for group discussion to
intensify group opinion
Producing more extreme judgment
Cognitive distortion via
team discussion
Internalization of the shift!
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Supporting a losing course of action
Throwing good money after bad money
Sunk cost
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Two expedition teams caught in snow storm Losing 2 Team Leaders and 3 Team Members
Heavy cost of training ($65,000 + Months of training and preparation)
Violated the turnaround-time rule (2pm)
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“I’ve put too much of myself
into this mountain to quit
now, without giving it
everything I’ve got” Doug Hansen
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We will watch a short clips from the 12
Angry Men film
After watching the clip, please spend a
few minutes to discuss the decision
making dynamic observed in this group.
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Involves shaping choices due to perceived
pressure from the group or group members
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Are there any subtle
behaviors that tip you off to
a conformity situation?
What might lead a group
member to conform?
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Status perceptions
Fear (of conflict, retribution, etc.)
Perceived lack of knowledge (deference)
Others?
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Injecting tension and conflict
Encourage team to consider...
▪ What could go wrong
▪ Other alternatives
▪ Disconfirming evidence
Assign a person to play Devil’s Advocate
▪ Rotate this role
Other solutions?
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Task Conflict: What we are going to do -- inverted U with performance
Process Conflict: How we are going to do it – inverted U with performance
Relationship Conflict: Personality based conflict --negative slope with performance
Personality clash
Various reasons (lack of trust or respect, long periods of task/process conflict)
Need to deal with immediately
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How can you
manage
relationship conflict
in your group?
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Psychological Safety: Team members’ perceptions of consequences for taking interpersonal risk in the team
Can I provide input and ideas without fear of reprisal or blame
High psychological safety climate facilitates the performance benefits of task conflict
Team members won’t take task disagreement personally
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Bradley, Postlethwaite, Klotz, Hamdani, & Brown (2012)
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How Can You Create a
Psychologically Safe Environment
in Your Teams?
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1. Use impartial and reasonably informed
judges
Disconnected from the outcome
2. Make sure that people’s emotions are not
involved
3. Reduce feelings of guilt and shame
about the sunk cost
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1. Watch for Signs of Conformity and Self-
Censoring
2. Inject Tension and Constructive Conflict
3. Increase Psychological Safety
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Son Tay Operation
November 21, 1970
56 soldiers landed in the Son Tay prisoner-of-war camp
Free 61 American prisoners of war reported to be held at the camp
Mission failed due to relocation of all prisoners before the raid
Before the operation information arose that suggested that perhaps the prisoners were no longer at the camp!
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Image adopted from Thompson, L. 2011. Making the team: A guide for managers (4th ed). New Jersey: Pearson/Prentice Hall , page
130
•A ,C: Fully Shared
•B, D: Partially Shared
•E, F: Unshared
A, B, C, D
A, B, C, E A, C, D, F
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James
Pat
Sally
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Teams consistently fail to exchange and discuss
unshared information
Common information mentioned and repeated more
than unique information
Explanations?
Social validation and mutual enhancement
Premature preference/solution discussion
Advocacy behavior
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Elephant: The sub-
conscious mind;
Automatic System
Rider: The conscious
mind; reasoning
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Symbol Definition
Information phase Solution phase Confirmation phase Mixed solution and information phase Mixed solution and confirmation phase Mixed confirmation and information phase
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G
H
X
U
N
K
TIME
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Hig
h-P
erf
orm
ers
L
ow
-Pe
rfo
rme
rs
TIME
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How can you make sure
that critical information
is revealed and
discussed in your team?
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1. No straw polls!
2. Avoid premature solution/preference discussion Spend enough time to discuss information early on
Postpone solution/preference discussion
3. Be cognizant of solution/preference negotiation patterns
Break the cycle by asking follow-up questions
4. Making sure that everyone contributes
Don’t take for granted that you all have the same information
Foster a psychologically safe team environment
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(انجمن بین المللی مدیران ایرانی)سرکار خانم مهرو مهدوی
(بنیاد ملی نخبگان)جناب آقای علیرضا یادگاری
(موسسه عالی آموزش و پژوهش مدیریت و برنامه ریزی)پروین خاکسار سرکار خانم
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