4. 1. Necessary conditions of an effective group
2. Creativity and Brainstorming
3. Working in cross functional teams and
Virtual teams
5. 1. A clear and elevating goal
2. Results-driven structure
3. Competent team members
4. Unified commitment
5. Collaborative climate
6. Standards of excellence
7. External support & recognition
8. Principled leadership
Source: Larson & LaFasto, F. (1989). “Teamwork: What must go right/What can go wrong”
6.
7.
8.
9.
10.
11.
12.
13.
14. The collaborative team member
(a checklist)1
Ineffective Effective
Defensive & closed Candid & straightforward
Non-supportive Supportive
Passive Takes action
Negative Positive
Inexperienced Experienced
Unproductive Productive
1 Larson & LaFasto (1989). Teamwork: What must go right/What can go wrong. Sage Publications.
16. Anatomy of Group Decision Making
A rational model of group decision-making
Orientation
Define the problem Determine the goal Plan the process
Discussion
Gather information Identify alternatives Evaluate alternatives
Decision Making
Make group decisions
Implementation
Adhere to the decision Evaluate the decision Seek feedback
Source: Forsyth, D. (1990). Group dynamics (2nd edition), p. 286. Pacific Grove, CA: Brooks/Cole.
17. Group Decision Making
BENEFITS
(Compared to Individual Decision-Making)
Breadth of information
Diversity of information
Acceptance of solution
Legitimacy of process
18.
19. Was this a decision that
called for a rational
decision making process?
[Y or N]
Was your group process
rational?
If not, what did you do?
20. Group Decision Making
CHALLENGES
(Compared to Individual Decision-Making)
p Increased information processing demands
p Greater necessity for complex decision rules
n search for common ground
n coordination difficulty
p More complex interpersonal processes
n range of knowledge, skills, and abilities
n coalition formation
21. Hidden Profile Problem
Superior decision alternative that is hidden
because each member only has a portion of the
information that supports this alternative
22. Common Information Effect
People are more likely to discuss information
they have in common than unique information
People trust information more when they have
personal access to it
Information that is broadly shared often gets the
most weight in group judgments
24. Information Silo Model
AGENDA DISCUSSION AGENDA
OPINIONS OPINIONS
FACTS FACTS
Team Member Team Member
AGENDA AGENDA
OPINIONS OPINIONS
FACTS FACTS
Team Member Team Member
25. Hidden Profile Example
A,B,C A,B,F,H A,B,C,D,E C,D,E A,B,F,G A,B,C,D,E F,G,H A,B,G,H A,B,C,D,E
8 Jack
# of independent pieces of positive information 5 Carol
5 Bob
26. Ineffective Strategies for
Overcoming a Hidden Profile
Increase amount of discussion
Increase size of group
Increase information load
Accountability
Pre-discussion polling (ask each group member to
indicate their decision at outset)
Confirmation bias
Skewed interpretation of information
27. Effective interventions
Re-direct focus of discussion: Search and consider unique information
Maintain focus on unique information
Define goal as a “problem to be solved” not a “judgment to be made”
Suspend initial judgment – caution members against making a
decision on their own
Instruct members to record facts during discussion that justify decision
Rank rather than choose
Consider alternatives one at a time
Heighten awareness of who might possess unique information
28. Put structures in place that will allow complete
use of group’s knowledge and the whole range
of available expertise
Find out what each person knows
Express your true opinions and don’t just
express what you think others want to hear
Focus on solving the problem instead of
pushing your own opinion
29.
30. Guilford’s 3-factor model of creativity:
1. Fluency: Quantity of ideas
2. Flexibility: Diversity of ideas
3. Originality: Rarity; novelty
31. Knowledge-Brokering Cycle
Innovation: not about solitary genius; more about using old ideas as
raw materials for new ones
Knowledge Brokering: taking
an idea that is commonplace
in one area and moving it to a
context where it isn't
common at all
1. Capturing good ideas
2. Keeping ideas alive
3. Imagining new uses for
old ideas
4. Putting promising
concepts to test
32. 1. Expressiveness: Group members should express
any idea that comes to mind, no matter how
strange, weird, or fanciful. Group members are
encouraged not to be constrained nor timid. They
should freewheel whenever possible.
2. Non-evaluation: Do not criticize ideas. Group
members should not evaluate any of the ideas in any
way during the generation phase; all ideas should be
considered valuable.
3. Quantity: Group members should generate as many
ideas as possible. Groups should strive for
quantity, as the more ideas, the better. Quantity of
ideas increases the probability of finding excellent
solutions.
4. Building: Because all of the ideas belong to the
group, members should try to modify and extend the
ideas suggested by other members whenever
possible.
33.
34. Leading Creative Organizations:
Key Takeaways
1. Generate as many ideas as possible – quantity likely to
improve quality (i.e., originality)
2. Think in terms of categories to promote flexibility
3. Use the 4 rules for brainstorming – have someone enforce
them
4. Build off of each other’s ideas, combine and recombine –
knowledge brokering
5. The support of key organizational players is critical for
getting new ideas implemented
37. Real World Analog:
Mars Climate Orbiter Failure
Failure investigation board concluded the
following:
Inconsistent communication
Operational navigation team not fully informed on
details
Communication channels were too informal
Verification and validation process inadequate
39. 1. Know the task focus of your team (e.g., creative, tactical, problem-solving)
2. Be clear about the authority of the team (e.g., manager-led vs. self-directing)
3. Focus on minimizing threats in big 3 areas (ability, motivation, communication)
4. Be transparent about how you make decisions
5. Create forum for “healthy” conflict (transform “personalized conflict” into
“de-personalized” conflict)
6. Capitalize on what teams are good at (convergent information-processing and
getting buy-in); capitalize on what individuals are good at (divergent thinking)
7. Keep in touch – virtually and/or face-to-face
8. Make sure the team’s goal is clear!
40. There seems to be a disconnect of what
science knows and what managers practice
in today’s workplace..
“Bridge science and management to address
irrational business decisions and dangerous
half-truths in organizational practices”
-Heintjie Santos