in mixed company

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