文档介绍：CHAPTER 9
Understanding Work Teams
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Group Decision Making
Groupthink
Group-shift
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Groupthink
Norm for consensus overrides the realistic appraisal of alternative courses of action
Results in poor decisions
., Bay of Pigs Invasion, Watergate cover-up, Challenger Disaster
Antecedents
High level of cohesion
Stressful decision-making context
External pressure, tight budgets, recent failures
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Symptoms of Groupthink
Illusion of invulnerability
Belief in inherent morality of the group
Collective rationalizations
Stereotypes of other groups
Self-censorship /Pressure on dissenters
Illusions of unanimity
Emergence of self-appointed mind guards
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Minimizing Groupthink
Avoid isolating the group
Bring in outside experts
Critical evaluations/Devil’s advocate
Role is to question assumptions and offer divergent perspectives
Open climate
Leader invites and accepts divergent thinking
Avoid being directive
Strong leader speaks last or not at all
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Why Have Teams e So Popular?
Evidence suggests teams typically out-perform individuals on tasks requiring multiple skills, judgment, & experience
Teams have the ability to quickly assemble, deploy, refocus & disband
Enables management to increase employee participation and motivation
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Creating High-Performance Teams
Size - less than 10-12 members
Proper mix of abilities and skills
Technical expertise
Problem-solving skills
Decision-making
Interpersonal skills
Effective role allocation
Cohesion
Shared leadership and active participation
Accountability (reduces social loafing)
Self-assessment
Development of high mutual trust
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Self-Managed Teams
Teams who take on responsibilities of their former supervisors.
Autonomy in decision making
Empowered to implement solutions
Increased job satisfaction