group behaviour in organisations- group development+decision making

Question 1

5 stages of group development
Independende

Dependence/independence

Return to independence

Answer 1

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

Question 2

what did Tuckman and Jensen do

Answer 2

reviewed existing research to see whether the 5 stage development model had been tested on ppts to investigate new models

Question 3

Runkel tested

Answer 3

• groups of college students assigned a written report
• observers watched+recorded group behaviour (supporting FOUR stages of the model)
  [could have been biased- observers specifically looking for group behaviour fitting the model]
  conc: lack of research into model, OG model could be adapted to account for final development stage

Question 4

forming:

Answer 4

team members acquaint + establish ground rules
members treated as strangers

Question 5

storming:

Answer 5

members begin communicating feelings BUT still view selves as individuals.
resist control by leaders, show hostility

Question 6

norming:

Answer 6

ppl feel part of team + each person’s role within team is clear

Question 7

performing:

Answer 7

team has clear vision+purpose- focus on shared goal achievement in trusting environment
hierarchy unimportant

Question 8

adjourning

Answer 8

team conducts assessment of year+recognises members contributions

Question 9

Belbin’s theory of team roles
(3 categories, 9 roles)

Answer 9

ideal team contains ppl prepared to take on different roles.

Question 10

action oriented roles (ppl who wanna get things done)

shaper
implementor
completer finisher

Answer 10

team members putting new ideas into practice, ensure punctual task completion, challenge team improvement

Question 11

A: shaper

Answer 11

provides drive to keep team moving, encourage overcome obstacles

Question 12

A: implementor

Answer 12

thrive on structure- make plans ensuring work completed on time+well

Question 13

A: completer finisher

Answer 13

QC at end of task, high scrutiny

Question 14

people oriented roles (working with others)

resource investigator
team worker
co-ordinator

Answer 14

team members act as LEADER, encourage+seek outside opportunities

Question 15

P: resource investigator

Answer 15

use inquisitive nature to find ideas bringing back team+explores opportunities, develops contacts

Question 16

P: team worker

Answer 16

help team stick tgt, use versatility to identify work required+complete it

Question 17

P: co-ordinator

Answer 17

focus on team objective
delegate work appropriately

Question 18

thought-oriented roles (planning+solving problems)

plant
monitor evaluator
specialist

Answer 18

team members who analyse, present new ideas+provide specialised skills

Question 19

plant

Answer 19

highly creative+good at generating ideas+solving problems unconventially

Question 20

monitor evaluator

Answer 20

provides logical eye
makes impartial judgements where required, weigh team options

Question 21

specialist

Answer 21

bring in-depth knowledge

Question 22

faulty decision making- groupthink

Answer 22

ppl prioritise group LOYALTY over GOOD DECISIONS

Question 23

groupthink- psychological phenomenon due to desire for group conformity RESULTS IN

Answer 23

irrational decision making+dysfunctional outcome.
creates situation individuals wouldn’t have created

Question 24

Janis’s 8 symptoms of groupthink

Answer 24

1. Illusion of invulnerability
2. Unquestioned beliefs
3. Rationalising (ignore warning signs+assume everything’ll turn out well)
4. Stereotyping (labelling those raising issues as ‘out group’)
5. Self-censorship (unlikely listen to own doubts)
6. Mind-guards (hide problematic concerns from group)
7. Illusion of unanimity
8. Direct pressure to conform

Question 25

+ves of groupthink (give situations)

Answer 25

- when working with many ppl- tasks quickly finished - members similar, leader extremely charismatic, high level stress situations/challenging tasks

Question 26

how to reduce groupthink

Answer 26

- members given opportunity to express views+argue against ideas - divide team into smaller independent teams - leader avoid sharing views forcibly- let employees develop own skills - have a devil's advocate

Question 27

cognitive limitations+errors. theory by:

Answer 27

Forsyth's 3 categories of potential biases affecting group decision making

Question 28

sin of commission

Answer 28

info misuse in making decisions, despite being shown as false

Question 29

examples of sin of commission

Answer 29

belief perseverance: info relied on which has already been reviewed+found inaccurate sunk-cost bias: group reluctant to change course of action extra-evidentiary bias: info used by ind/group when explicitly told NOT to hindsight bias: tendency to overestimate accuracy of prior knowledge of outcome

Question 30

sin of omission

Answer 30

overlooking very basic relevant info

Question 31

examples of sin of omission

Answer 31

base rate bias: failure to pay attention to relevant info about general trends+tendencies fundamental attribution errors: group emphasise personality factors for ppl's behaviour+ignores situational factors

Question 32

sin of imprecision

Answer 32

heavily relying on info most easily+readily available in a way, in a way oversimplifying complex decisions

Question 33

examples of sin of imprecision

Answer 33

availability heuristics: failure to pay attention to relevant info about tendencies/general trends conjunction bias: group emphasises personality factors for behaviour+ignores situational representativeness heuristics: failure to pay attention to relevant info abt misleading general trends