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Poor Decision Making in Groups:

Poor Decision Making in Groups:. Groupthink and The Abilene Paradox. The Shuttle Challenger Tragedy: Was it Groupthink? From: A.D. Jenson and J.C. Chilberg (1991, pp 361-362…cited in G.L. Wilson, 2005). ABILENE PARADOX (Jerry Harvey) What is Abilene Paradox?.

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Poor Decision Making in Groups:

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  1. Poor Decision Making in Groups: Groupthink and The Abilene Paradox

  2. The Shuttle Challenger Tragedy: Was it Groupthink?From: A.D. Jenson and J.C. Chilberg (1991, pp 361-362…cited in G.L. Wilson, 2005)

  3. ABILENE PARADOX(Jerry Harvey)What is Abilene Paradox? • occurs when participants in a group acquiesce without communicating their reservations to the others. (i.e. When the members of a group or organization agree to a plan of action none of them really want to take. All members agree to the nature of the situation but fail to communicate agreement and desires and so do the opposite). • E.g. Did you ever order a pizza with a topping no one wanted?

  4. Group members: • fail to communicate real feelings • create faulty information leading to a decision that is contrary to the desires its members. • give message they think others want to hear and go along with their perception of group’s wishes. • try to avoid conflict even when there is nothing that would create conflict.

  5. Why? • fear of ostracism and separation from the group • time pressures • insufficient preparation prior to making a decision • reluctance to create controversy

  6. Principles: Action anxiety Elaborate negative fantasies are conjured up which are • dire predictions that become excuses for inaction • used as justification for not taking a risk • more real than the certain consequences of a hopeless course of action. We fear • the unknown • more likely: ostracism - separation from the group--being branded a non-team player

  7. How do we know if we are on Road to Abilene? Must read the signs: • searching for a scapegoat (e.g. blaming on the boss • looking at conflict (when “the problem” is agreement--All are conspiring with each other so all are equally responsible.)

  8. Towards Team Decision MakingSynergy and Consensus-Seeking

  9. Problems: Task groups put together without discussing: • how the work will get done • how the members of the group feel about what is happening • exploring what each member is willing to contribute

  10. It is presumed: • members know how to act effectively in groups • that democracy simply means majority rules • that competition gets better results

  11. What is Synergy? (Conflict used as a resource) • Breaking out of “either-or thinking” that is often bred by competition • Searching for commonalities between apparent opposites to move to a higher order of thinking • Collaboration within groups such that conflict is viewed as an asset • The mechanics of democratic decision-making get redefined to achieve consensus as a goal • “Horse trading” and even compromise are viewed as failing to find a better perspective

  12. A method of developing synergy in the workplace. • Practice Team building via having groups make team decisions. • Later team members provide each other feedback on their performance using for example the following chart.

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