Chapter 12 Flashcards
(15 cards)
0
Q
Problem-solving
A
- Seeking a solution to a problem caused by an obstacle.
- Entails managing the obstacles that groups face as they attempt to make a decision.
- Obstacles may be relational or they may be task oriented.
- Managing problems and obstacles effectively will result in making a good decision, not managing these problems and obstacles effectively will result in a bad decision.
1
Q
Group decision-making
A
- The process of picking a solution outs of a set of alternatives.
- Group members sometimes developed the sets of alternatives themselves.
- Sometimes group members have the job of picking one out of a predetermined set of alternatives.
2
Q
Additive task
A
A task in which individual efforts are basically summed up to yield group outputs
3
Q
Ringlemann effect
A
- Members work at increasingly lower percentages of maximum efficiency as more individuals are added to the group.
- As more members are added to the team individual effort decline.
- Two reasons explain this:
1. Groups often suffer from poor performance due to poor coordination of effort. All members are not exerting maximum effort at the same time.
2. Diffusion of responsibility. In cases where individuals are given the opportunity to slough off work on someone else, they probably will.
4
Q
Intellective tasks (3 types)
A
- All intellective tasks possess a correct answer.
- Three types along a dimension of demonstrability:
1. Eureka tasks (Tower of Hanoi problem)– once the answer is demonstrated to be correct it will immediately be recognized as the superior choice.
2. Demonstrable tasks (Horsetrader problem)– Correct answer may be demonstrated to be correct, however, there may be some debate on whether or not the answer is correct.
3. Expert judgment task (NASA moon problem)– they depend on expert judgment or consensus to determine the correct answer. The answer is correct because experts have actually solved the problem presented by the task. - -In cases where the answer is most obvious it probably will not make a difference if people had been placed in a group or not.
- -Communication may play a much more important role when group members work on a task whose answer is not so obvious
- -process loss-The group has not performed in a manner consistent with its capabilities
- -assembly bonus-Communicating with one another has allowed them to achieve something that exceeded the performance of the group’s best individual member.
5
Q
Marjorie Shaw study
A
Performed the Tower of Hanoi Task and found groups outperform individual performance.
- Criticized because groups performed better because the odds were unfairly stacked in their favor.
- When a statisized group was used, no differences in group versus individual performance were found.
6
Q
What are Fisher’s four phases to reaching a decision?
A
- Orientation phase – occurs in the initial part of the group meeting where members try to get to know each other. Members are very agreeable in this stage.
- Conflict phase – group members are no longer tentative and they openly disagree with one another. Coalitions may be formed between members would agree with each other.
- The emergence phase – conflict declines. Coalitions disband and ambiguity is present. Ambiguity functions as a means to indicate disagreement.
- Reinforcement phase – group members have reached a consensus on decisions. Group members reinforce each other and show signs of unity.
7
Q
Tuckman’s four stages
A
Forming, storming, norming and performing
8
Q
Structuration theory
A
- Accounts for the patterning of human behavior and social practices in terms of structures.
- Social practices – are naturally bounded activities recognized as coherent wholes by individuals
- Structures are made up of rules and resources
- Rules define how something ought to be
- Resource is a means of exerting influence over others
9
Q
Duality of structure
A
Structures being both the medium and the outcome of interaction
10
Q
Marshall Poole
A
Sometimes groups do not progress through phases in a simple and linear manner. There may be multiple sequences that describe a group’s progression on its way to make a decision.
11
Q
Contingencies
A
- Other factors exist which also shape the general path a group will follow
- Contingencies shape and define what that path will ultimately be.
12
Q
Roth’s paths to a solution.
A
- Unitary sequence path-Discussion of problem then solution
- Complex cyclic path-Back and forth between problem and solution
- Solution oriented path-focus on solution
13
Q
Hirokawa’s 4 themes of effective decision making groups
A
- Effective groups rigorously examined and evaluated validity of opinions and assumptions
- Effective groups rigorously evaluated suggested courses of action and rigorously tested them in light of pre-established criteria
- Effective groups based their final choice on facts, assumptions, and inferences that seemed to be reasonable and accurate
- Influential members asked appropriate questions, pointed out important information, challenged and persuaded the group to reject unwarranted assumptions, and kept the group from digressing to be irrelevant topics.
- – - Group members should define and determine the extent of the problem situation
- The alternatives under consideration of the group should be considered in light of their negative and positive consequences
- Because task oriented obstacles are important, group members should not be afraid to introduce them if discussion has proceeded without them
- Disagreeing, questioning, and playing the devils advocate may not be enough
- Everyone should be encouraged to participate and be provided the opportunity to communicate
- Groups ought to be kept relatively small
14
Q
Abilene paradox
A
Going to Abilene Kansas when nobody really wanted to go. Encourage disagreements and encourage participation so you will avert the Abilene paradox.
