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December 09 TeamsTeam Decision Making The quality of group decision making is impacted by conformity, and conformity can lead to any of the four main pitfalls of group decision making. Conformity occurs when people bring their behavior into alignment with a group's expectations and beliefs. Why do people conform? There are two main reasons: 1)They want to do the "right" thing and 2)They want to be liked. Decision-Making Pitfall 1: Groupthink occurs when team members place consensus above all other priorities. The desire to agree becomes so dominant that it can override the realistic appraisal of alternative courses of action. How to avoid: Monitor team size (With teams larger than 10, individual members may feel less personal responsibility)
Get buy-in from organizational authorities (When teams believe that their decisions are important, they are more likely to make sound decisions) Provide a face-saving mechanism (Often, face-saving concerns keep people from changing course) Adopt different perspectives (Perspective of different stakeholders) Decision-Making Pitfall 2: Escalation of Commitment: Committing further resources to
what eventually proved to be a failing course of action. How to avoid: Set limits (Determine what criteria
and performance standards will be necessary)
Decision-Making Pitfall 3: The Abilene Paradox: A form of pluralistic ignorance; team members adopt a
position because other members desire it, team members don't challenge one another because they want to avoid conflict. How to avoid: Confront the
issue in a team setting Conduct a private vote (Dissenting opinions are easier to express privately) Minimize status differences (Lower status members are likely to feel pressures to conform. Eliminate status symbols like dress, meeting place, title etc.) Minimize the size of team Formal forum for controversial views (Segmenting the discussion into pros and cons) Responsibility for failure (Create a climate where teams can make mistakes, own up to them, and then move on without fear of recrimination)
Decision-Making Pitfall 4: Group Polarization: The tendency for group discussion to intensify group opinion, producing more extreme judgment than
might be obtained by pooling individuals’ views separately. Resource: November 25 Professonal Relationships - Etiquette
----------------------------------------------------------------------------------------------------------------------------------------- Web sites like LinkedIn.com and MeetUp.com, as well as industry conference discussion forums are making it easier for people to expand their professional networks. But, if you do not use these portals wisely, you can make mistakes that will shrink rather than supersize your base of contacts. Following are six rules for ensuring your online networking efforts impress rather than offend: 1. Choose your venues wisely. The best forums for professional networking tend to be those well moderated and frequented by participants you can learn from; many industry associations host their own business forums. 2. Learn the rules. Before participating in any online discussion group, be sure to read the guidelines. Also spend some time reviewing the archives or FAQs to get additional insight into the group. 3. Come up with a sig line. A signature file or "sig line" is a short block of text that can be automatically attached to the end of electronic messages. A sig line can contain your name, company or professional affiliation and contact information. 4. Proofread your posts. Read your message several times to make sure you're not revealing confidential information -- about yourself or your company -- or coming across as rude or overbearing. Typos or other grammatical errors can also make you appear unprofessional. 5. Play nice. Avoid sarcasm as much as possible. What you view as dry humor may come across as searing criticism in a posting. Also, always be respectful and tolerant of others' ideas and opinions, and resist the temptation to write a harsh message in response. 6. Don't steal the stage. Be selective in your commentary; there's no need to weigh in on every topic. You'll earn more credibility if you provide insight on the subjects you know best. 7. Be a resource. Don't consult your professional network only when you need something; regularly e-mail business contacts to offer your assistance, share a news article or update them on your career progress or a recent business win. Related
link: November 24 Talent and SkillsA true exemplar of “talent” … Talent. I love that word! A true exemplar of “talent” … Displays passion. There are enthusiasts … visibly energetic
and passionate about everything. Find the enthusiasts. Resource: November 20 Inspirational People----------------------------------------------------------------------------------------------------------- David M. Rubenstein The 58-year-old financier is a Co-founder of the Carlyle Group, one of the world's largest private equity firms. "Since I did not come from a wealthy family, becoming a professional was important to me. I went to law school, got a job at a firm, and learned that law wasn't really the profession it appeared. (...) I got a call from a friend who said: "I just quit my job. Let's start an investment firm." Luck is important. Had I not met him, I'd still be practicing law." "I don't feel like I've worked a day in my life. If you are going to be a success in life, you have to love what you're doing." "I read four to six books a week, 10 newspapers a day. For me that's pleasure." Resource: BusinessWeek dated August 20&27 2007, "The Future of Work" http://www.businessweek.com/magazine/toc/07_34/B40470734futurework.htm ----------------------------------------------------------------------------------------------------------- TechnologyWhat is interactive TV? The BusinessWeek cover story for November 19 is titled “I want my iTV.” Cliff Edwards explains what iTV is and why we won’t be getting it soon. What is iTV?TV is all about instant gratification. What is holding up the transition to iTV?Any company with a little piece of control in the way things work today is unwilling to jeopardize its power and revenues until it becomes clear how the new model will pay. “You’ve got device manufacturers, content providers, service providers, networks, software makers, security providers all trying to sort out how big their piece of the pie should be.” (Kip Compton – Cisco)
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