1 / 23

in mixed company

j dan rothwell. in mixed company. communicating in small groups and teams. Chapter Seven. in mixed company. Information Overload. in mixed company. Consequences Impedes critical thinking Promotes indecisiveness Necessitates information bulimia

oakes
Download Presentation

in mixed company

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. j danrothwell in mixed company communicating in small groups and teams

  2. Chapter Seven inmixedcompany

  3. Information Overload inmixedcompany Consequences • Impedes critical thinking • Promotes indecisiveness • Necessitates information bulimia • Encourages group attention deficit disorder

  4. Information Overload inmixedcompany Coping Strategies • Screening information – limit exposure to information • Shutting off the technology – turning off cell phone, etc. • Specialization – knowing a lot about a little • Selectivity – attend to relevant information related to group goals • Limiting the search – set time for searching and time for deciding • Pattern recognition – chunk information into meaningful units

  5. Mindsets Seeing the world in a particular way inmixedcompany • Confirmation Bias • Seeking Information that confirms our beliefs & attitudes while ignoring information that contradicts those beliefs & attitudes • Looking for potential weaknesses and disconfirming evidence regarding decisions and solutions is critical to effective decision-making

  6. Mindsets Seeing the world in a particular way inmixedcompany • Combating Confirmation Bias • Seeking disconfirming information – have a member perform “error correction” function • Present the disconfirming evidence • Play Devil’s Advocate – challenge assumptions/claims • Gather allies to challenge confirmation bias (respected & open-minded members)

  7. Mindsets Seeing the world in a particular way inmixedcompany • False Dichotomies (either/or thinking) • Viewing the world in terms of only two opposing possibilities and describing the dichotomy in the language of extremes. • False Dichotomies Exercise

  8. False Dichotomies inmixedcompany • Right Unknown (Center) Wrong (left) • Strong • Stupid • Short • Old • Early • Beautiful • Quiet

  9. Combating False Dichotomies inmixedcompany • Be suspicious of absolutes • Look for a third, even a fourth possibility • Use provisional language • Avoid “always” & “never” • Use sometimes, mostly, usually, often, rarely, perhaps, etc.

  10. Inferences inmixedcompany Conclusions about the unknown based upon the known. Drawn from: Previous Experience Predispositions Factual data Collective Inferential Error Test

  11. Collective Inferential Error Test inmixedcompany • The Story: Pat Doyle was sitting behind the receptionist’s desk typing rapidly on a computer. The Executive Director of the Atlantic Sports Equipment Co. walked briskly by the receptionist and hurried into the office, grunting a hasty “Good Morning” to Pat. A man with a briefcase, which had “Wilson’s Sporting Goods” engraved on it, was leafing through a copy of Newsweek magazine while waiting in a chair. A few moments later the Director came out, made a beckoning motion, and said, “Hi Jim. How’s the sales racket?”

  12. General Sources of Inferential Errors inmixedcompany • Limited Information • Faulty Information

  13. Specific Sources of Inferential Errors inmixedcompany • Vividness effect – overvaluing the dramatic, undervaluing statistical probability • Unrepresentativeness – assuming all in a category are alike • Correlations perceived as Causation – The co-existence of two things, doesn’t mean one caused the other. There could be other explanatory factors.

  14. How to Combat Inferential Error inmixedcompany • Vividness effect – Question the statistical probability • Unrepresentativeness – ground inferences (assumptions) in valid and plentiful information. Look for the exceptions. • Correlations perceived as Causation – investigate co-variables.

  15. Group Polarization inmixedcompany The tendency of a group to make a decision AFTER discussion that is more extreme, EITHER riskier or more cautious, than the initial preferences of individual group members. Groups tend to polarize decision making if there is a clear majority leaning one way (risk) or the other (caution)

  16. Why Groups Polarize inmixedcompany Social Comparison – individuals use the group norm re: risk-taking or caution as a reference, comparing personal preference to group preference. Persuasive Argumentation (Informational Influence) – Individuals will move toward greater risk or caution when exposed to information & arguments not available to them when they made their initial decision. The more original, non-redundant arguments the greater the group’s polarization.

  17. Combating Group Polarization inmixedcompany • Encourage different views on issues • GP thrives on uniformity of opinion & lack of dissent • Provide well-reasoned /researched material for discussion and consideration • Appoint a Devil’s Advocate • Discuss issues openly before taking a firm position

  18. Groupthink – Dysfunctional Consensus inmixedcompany Irving Janis - explains why a team reaches an excellent decision one time and a disastrous one the next. Hallmarks: • A strong, persuasive group leader • A high level of group cohesion • Intense pressure from the outside to make a good decision

  19. Groupthink – Primary Symptoms inmixedcompany • Overestimation of Group’s Power and Morality • Close-Mindedness • Pressures Toward Uniformity

  20. Groupthink – Primary Symptoms inmixedcompany • Rationalization – “Others don’t know because they haven’t researched the problem as extensively as we have.” • Peer Pressure – “Well if you feel that we’re making a mistake, you can always leave the team.” Members are pressured and penalized to comply. • Complacency – “Our track record speaks for itself. We’re unstoppable!” Success can go to the team’s head.

  21. Groupthink – Primary Symptoms inmixedcompany • Moral High Ground – “We all know what is right and wrong, and this is definitely right.” • Stereotyping– “Lawyers will find any excuse to argue, even when the facts are against them.” Outsiders are seen as ‘inferior’ and negative characteristics are used to discredit them. • Censorship – “If everyone else agrees then my thoughts to the contrary must be wrong.” Self-censor opinions to conform.

  22. Groupthink – Primary Symptoms inmixedcompany • Illusion of Unanimity– “I see we all agree, so it’s decided.” Silence is perceived as consent. Not speaking out feeds the groupthink.

  23. How to Avoid Groupthink inmixedcompany • Establish a fundamental process for checking assumptions, validating decision-making and evaluating risks. Tips: • Explore objectives & alternatives • Encourage ideas to be challenged without reprisals • Test assumptions • Gather relevant information • Process information objectively • Have at least ONE contingency plan

More Related