ob3. decision making. leading teams (everest)

7/21/2019 OB3. Decision Making. Leading Teams (Everest)

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Class 3

Kevyn [email protected]

Spring 2014

OrganizationalBehavior HEC Paris

© Schulte & Yong, 2011




! One: Pre-decision distortion of information

! Don’t poll!! Clarify your understanding of the decision.

! Two: Commonly held information carries too muchweight in a decision.

!

Idea dump!

! Seek out and use uniquely held information.

!

Three: Group decision-making is often multi-party, multi-issue.

! Look for a second agreement!

! Group and consider issues simultaneously.

Leading Teams: Everest Simulation




! 90 minutes to complete this “Everest DecisionChallenge”.

! But, this simulation was set-up such that “… one

should expect that many teams will not achievetheir goals.”

! So…

Leading Teams: Everest Simulation




! Leader

! Physician

! Photographer

! Marathoner

! Environmentalist

! **Observer**

Team Roles



Recommended Timetable

! Round 0: 10 - 12 minutes








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Key take-away #1: Asymmetries and Process Loss

! Team members have distinct, unique information.

! Team decision-making resembles multi-partynegotiations.

! Process loss is the reason why teams fail.

! E.g. “groupthink” and “relationship conflict”




Key take-away # 2: Information Sharing Problems

! Teams are assembled to pool expertise.

! Diversity in teams assumed to be ideal.

! But, uniquely held information is often not shared orignored.

! Causes:

! People take for granted what they know.

! Lack of psychological safety.

! i.e. members feel they will be marginalized if

they speak up, ask a question, express adissenting view, or change the course ofdiscussion.




Key take-away #3: Goal Conflict Problems

! Team members often possess a mix of sharedand private objectives that are in conflictwith those of other members.

! People can be so focused on achieving their

own objectives that they overlook searchingfor alternatives that is beneficial to all teammembers.

!

Debates can become dysfunctional whengoals differ; task-conflict can deteriorate intorelationship-conflict.




Key take-away #4: Psychological Safety

! Psychological safety ensures members feelcomfortable:

! Asking questions.

! Requesting clarification.

! Inquiring about other’s views.

! Express and discuss dissenting views.

! Admit mistakes.

! Ask for help more frequently.




Key take-away #5: Psychological Safety

!

How can leaders enhance psychological safety?

! Acknowledge your own vulnerabilities and mistakes.

! Recognize and reinforce courageous behavior.

! Reduce the salience of status differences.

!

Balance the power of experts.

!

Encourage multiple channels of communications.

! Set an appropriate tone for discussion, particularly

with regard to language.

! Remove yourself from the discussion to encourage

frank and open discussions.Organizational

Behavior HEC Paris



Key take-away #6: Role of the Leader

! Create productive dialogue and ensure that a few

members do not:! Dominate the discussions.

! Advance their own interests at the expense ofshared goals.

! Silence dissenting views.

! E.g. Dialectical Inquiry Method:

! Create two subgroups to generate alternatives,exchange proposals, and critique one another’sideas.

! Helps unique information to surface.

! Creates a climate of psychological safety.Organizational

Behavior HEC Paris



Key take-away #7: Role of the Leader

! Engage in active listening.

! Take detailed notes.

! Ask questions to identify key points.

! Playback views to ensure proper understanding.

! Pay careful attention to procedural justice.

! Decisions are accepted when the decision process is believed

to be fair and equitable.

! Fair process:

! Every member has voice.

! Genuine consideration for each view.

! Each member contributes to the final outcome.

! Carefully explain the rationale for the final decision.




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ob3. decision making. leading teams (everest)

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