group behaviour: group dev and decision making

Question 1

tuckman and jensen’s 2010 stages of group development

Answer 1

1) forming
2) storming
3) norming
4) performing
5) adjourning

Question 2

forming

Answer 2

get to know eachother
see what behaviours acceptable and not
uncertain period
look for guidance
asserts authority seen as potential leader
questions what team offers them
worry about fitting in

Question 3

storming

Answer 3

critical stage
high levels of conflict
individual personalities emerge
performance decrease bc members focus on where they dont agree
instead of moving forward
sub groups form
led by strongest personalities
need to storm through to get through this stage
questioning conflict w challenging ideas
higher levls of creativity
IF NO THEN RESENTMENT

Question 4

norming

Answer 4

most conflict is resolved
group unified
leaders confirmed
member roles allocated
some groups skip storming so differences unresolved
danger is dominant members take over
GROUPTHINK CAN HAPPEN

Question 5

performing

Answer 5

cooperation well established
team matured and organised
individuals now a team functioning
roles and goals agreed
creativity and innovation r major

Question 6

adjourning

Answer 6

team goals accomplished
work lessens
group moves apart
regret
formal ceremony?
new members? DAWG

Question 7

tuckman and jensen strength validity

Answer 7

strength
dynamic model
5th added after 22 article review
ability to change model adds validity

Question 8

tuckman and jensen weakness

Answer 8

lacks empirical evidence and therefore reliability untested
based on theoretical articles not studies
but 22 articles reviewed and majority supported so reliability high???

Question 9

belbin’s nine team roles

Answer 9

1970s observing teams to study grp dynamics

1) plants
2) resource investigators
3) coordinators
4) shapers
5) monitor evaluators
6) implementers
7) teamworkers
8) completer finishers
9) specialists

Question 10

plants

Answer 10

inventors and innovators
operate alone or at distance
challenge standard working practices solve complex issues
BUT too many plants is flop bc focus on own ideas

Question 11

resource investigators

Answer 11

enthusiastic extroverts
natural communicators and negotiators
good at developing new contracts
outgoing relaxed
but enthusiasm can fade quickly

Question 12

coordinators

Answer 12

help others to work towards shared goals
trusting and confident
quick to spotr individual talents
use them to pursue shared objectives
MAY manipulate others to achieve own objectives

Question 13

shapers

Answer 13

goal oriented
great drive and energy
determination
quick decisive action
argumentative and aggressive

Question 14

monitor evaluators

Answer 14

serious minded
over enthusiastic
slow in decision making
think things over
unlikely to make reckless mistakes
deal w facts and logic not emotions
weigh pros nd cons of desciion
but citical slow boringi

Question 15

implementers

Answer 15

practical and possess self control and discipline
work hard and regarded as not being interested in personal agendas
reliable and successful
systematic and efficient
but rigid and may not accept new ways

Question 16

teamworkers

Answer 16

sociable
supportivw
diplomatic
caring
good listers
popular w unnapreicated colleagues
missed when not around
avoid conflict
indecisive when faced w difficult decisions

Question 17

completer finishers

Answer 17

attention to detail
perfection
correct errors
introverted but trusted to do high standard work
perfect for accuracy
demand high standards of others
but causes anxiety
and control freakism

Question 18

specialists

Answer 18

learning and furthering knowledge is reason to exist
experts
help and guidance
source of research and should command respect due to in depth knowledge
don’t like social discussions and can be stubborn when challnged about their own validity

Question 19

belbin self perception inventory

Answer 19

questionnaire
based on individual responses
forced choice statements about behaviours
measure individual team roles
observer statesments used w 6 other people making statements about the individual
not fixed and 6 responses correlated to measure inventory’s valdiity

Question 20

belbin team roles idiographic vs nomothetic

Answer 20

strength
nomothetic
scientific and reliable valid methods
observation and psych tests to construct
quantitatice objective reliable data

BUT self report = social desirbiltiy and forced choie may j be conformity and not reasons for answers

also observer reports can be affected by external conflcit and sitch variables reducing their validity

Question 21

belbin team roles cultural differences

Answer 21

weakness
not apply to team roles in all cultures
diff team roles based on western idea
not apply to collectivist cultures
that rely on teamwork and collective action
so limited application bc cant generalise to all cultures

Question 22

groupthink

Answer 22

better to have group decision for critical decisions or having more than one person = faulty decision?

but have to assess the decision and circumstance and info of the group

faulty decision making = groupthink
social pressures

janis 1971 why highly competent members stick w a decicion even if its obvioud its going wrong and they know the consequences are negative

Question 23

explanation

Answer 23

groupthink occurs when desire for agreement becomes rto powerful it takes over the decision

suppresses critical thinking

1) social norms: group cohesive = challnge? no. confirmity!!!!! bc dowan cause conflict
dont see pros and cons and j agree w doubts

2) stress: janis 1971 suggested that the strong osychological pressures a group faces when they work closely tohether
shared sames values and face crisis
puts group under stress
all make it more likely

Question 24

golkar 2013

Answer 24

high stress is a factor and can interact w self esteem
come about through past failures
as well as recent difficulties in making decisions
lower self efficacy
increase instances
also more likely if decision creates a moral dilemma

Question 25

8 symptoms of groupthink

Answer 25

1) invulnerability 2) rationale 3) morality 4) stereotypes 5) pressure 6) self censorship 7) illusion of unanimity 8) mindguards

Question 26

invulnerability

Answer 26

group members have an illusion of invulnerability which leads to them being over optimistic taking risks fail to spot warnings of danger

Question 27

rationale

Answer 27

ignoring warnings and neg feedback pearl harbour attack

Question 28

morality

Answer 28

members believe their group has high morals and ignore moral consequences of decisions

Question 29

stereotypes

Answer 29

members have stereotypical beliefs of outgroups

Question 30

pressure

Answer 30

apply pressure to an individual who doubts a decision or validity of an argument

Question 31

self censorship

Answer 31

avoid expressing opinions that deviate from the group opinion

Question 32

illusion of unanimity

Answer 32

assumption that any member who remains silent agrees w the group

Question 33

mindguards

Answer 33

these are people in the group who guard members from outside voices who may break the consensus and their belief in the morality of the decision taken

Question 34

examples of groupthink

Answer 34

1) challenger NASA disaster 1986 exploded in 73 seconds 2) bay of pigs 1961 3) pearl harbour

Question 35

strategies to avoid groupthink

Answer 35

1) invite outside experts to challenge 2) have someone play devil's advocate 3) senior managers should make sure everyone equally responsible > can reduce invulnerability 4) each members should be a critical evaluator, leader shld be able to constructive criticism but can be time consuming and conflicts and dysfunctional and cannot make a decision

Question 36

groupthink application to everyday life

Answer 36

used irl examples to construct the theory bay of pigs applied to challenger and iraq war decrease chances of neg consequences and can implement BLABLABLABLA HEALTH SAFETY MAKE THEORY USEFUL omg sybau

Question 37

groupthink individual and situational

Answer 37

holisitc personality and sitch influence conformity gtp cohesiveness social identity stress but leader w strong personality increae too golkar 2013 say low self esteem and efficiacy also susceptible so personality so personality and sitch SO COMPLETE THEORY

Question 38

groupthink weakness

Answer 38

lack of supporting empirical evidence aldag and fuller 1993 case studies subject to bias and faulty memory also case studies used involve political decision making not typical of irl orgs groupthink populist model news and social media faulty decision = groupthink and other factors ignored

Question 39

groupthink generalisability

Answer 39

individualist culture casestdudies like bay of pigs and pearl harbour may be diff in collectivist cultures limiting application BUT process of formation of groups is universal popular widely used theory so generalisability is SUS! LIKE BOTH OPTIONS R VALID

Question 40

forsyth cognitive limitations and errors

Answer 40

biases that distort judgement therefore group decisions jump to conclusions overestimate accuracy of judgements

Question 41

decisional sin 3 categories of potential biases

Answer 41

1) sins of commission 2) sins of omission 3) sins of imprecision

Question 42

sins of commission

Answer 42

missing out info carries out decisions on false/irrelevant info a) belief perseverence - relied on info alrdy found to be inaccurate b) sunk cost bias - reluctant to change bc alrdy made investment c) extra evidentiary bias - info used when told to ignore it d) hindsight bias - overestimate accuracy of prior knowledge

Question 43

sins of omission

Answer 43

failing to seek info overlooking useful info not checking for errors in info a) base rate bias - failure to pay attention to relevant info abt general tendencies b) fundamental attribution error - dispositional cuases like persoanlity causes when attributing the cause for peoples behaviour and ignores sitch factors this tends to be observed in individualist cultures such as the USA and not in collectivist cultures such japan

Question 44

sins of imprecision

Answer 44

relying on mental rule of thumb or heuristics that oversimplify decisions or introduce errors into decision making process a) available heuristics - basing decision on readily avaialble info only b) conjunction bias - failure to recognise that 2 events happening tgt less than only one c) representative heuristics - relying heavily on factors which seem to make sense but in the end are misleading

Question 45

confirmation bias

Answer 45

the group or individuals within the group do not seek out info that contradicts their conclusion seek out what confirms it kerr et al 1992 level of confirmation bias stronger in groups than individuals

Question 46

strats to avoid cognitive errors

Answer 46

1) educate yourself on them 2) list situational factors and possible explanations 3) diversity in opinions within the group and that the leader won't overpower the group either

Question 47

strats to avoid confirmation bias

Answer 47

unanimous group showed stronger confirmation bias than diverse members SO FIND MINORITY MEMBERS to overcome confirmation bias

Question 48

cognitive limitations and errors strength reliability

Answer 48

supported by research osmani 2016 more common in groups 2 porjects one sunk cost one without and 26% said no sunk cost 86 yes when sunk cost so cognitive errors important in faulty decision making

Question 49

forsyth application to everyday life

Answer 49

training in group decisions can be beneficial

Question 50

forsyth reductionism vs holism

Answer 50

weakness reductionistn doesnt factor in stress and sleep deprivation simplistic theory and not complete

Question 51

forsyth cultural differences

Answer 51

weakness doesn't take cultural differences into account apply to western individualistic not collectivist forsyth says individualist this theory so only parts can apply to other orgs so not generalisable