drexler sibbet team performance model alternatives

The order in which people speak can also affect the course of a discussion.

People with more extreme positions are more likely than others to have clear arguments supporting their positions and are also most likely to voice them. Other features of Poor Group Decision-Making Groups tend to endorse higher risk decisions than the individuals would – perhaps due to the degree of confidence resulting in group members agreeing to decisions that they would not make as individuals. The group tends to a higher collective confidence in a decision than individuals have in the same decision made individually. When we fall prey to Group Think, decisions tend to be based on ‘ what we all know’ – members feel inhibited from challenging the consensus and relevant information, ideas, challenges are not fully introduced. Tends to over-ride realistic appraisal of alternative courses of action.’ ‘Concurrence-seeking becomes so dominant in a cohesive group that it As the group approaches consensus, dissenting voices are rejected (and, indeed, often self-censored). People find disagreement uncomfortable, so the group seeks consensus before it is properly ready. He found that the group’s dynamic often inhibits exploration of alternatives. In the 1970s, the social psychologist Irving Janis examined how groups make decisions. In both cases, it will serve you well to understand some of the do’s and don’ts of team decision-making*. Managers often need to reach decisions as a part of a team either as: This is part of an extended management course.

Drexler sibbet team performance model alternatives