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MGS 4000 Test 2 Matching
How do you avoid the anchoring trap?
View the problem from different perspectives, seek the info and opinons of others(tell them as little as possible)
Components of the Abilene Paradox
public agreement on the situation even though privately they may not see the situation as a problem, group members disagree with the decision but believe that their feelings are in the minority, vocalizations are based upon misinterpretations of the group
Pros and Cons of group decision making
Pros: groups can generate more alternative solutions and can better defibe complex problems. Cons: groupthink can lead to incomplete definitions of problems, may only generate 1 or 2 clone type solutions, fail to reconsider alternatives, poor information
Group dynamics
communications, group size, conflict handling,and group cohesion
conformity,
people may be afraid of being negativly perceived because of differing view points
How do we avoid the confirming evidence trap?
play devils advocate or ask someone else to.Ask yourself; What's the strongest reason to make a different choice? The second strongest? The third?
Symptoms of Groupthink
failure to examineunderlying assumptions, illusion of invulnerability, believe that the group is inherently moral, rationalize any resistance to their assumptions us v them mentality, self-censorship,mind guards, stop the flow of info, illusion of unanim
Prevent Groupthink
encourage team members to air objections and doubts, team leaders should guide and facilitate not direct,assign a devil's advocate, full participation is needed, keep in touch with reality, don't evaluate or reject any alternatives until all alternatives
Techniques used to overcome brainstorming problems
team diversity: offers conflicting differing view points, analytical reasoning, organizational memory: reduces idea repetition, use trained facilitators, set high bench marks for the number of ideas generated,membership change , and constructive conflict
Decision analysis=
entrepreneurial problems.
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