“What You Don’t Know About Making Decisions” by David A. Garvin and Michael A. Roberto explores the ways successful leaders can design an effective decision-making process, and the areas one needs to avoid. Some areas that are mention are how leaders should focus on maintaining an Inquiry style decision process, and avoid an Advocacy style decision process. They explore how constructive conflict is desired if its cognitive conflict which allows people to openly express their differences which allows everyone to introduce new ideas. Affective conflict is to be desired, as it is emotional based and cause problems amongst teams. Garvin and Roberto talk about how leaders need to show they were listening to the discussion, and once a final choice is made, leaders need to show logic as to why the decision was made. Garvin and Roberto discuss closure within deliberations, and they talk about a Litmus Test. Throughout the paper Garvin and Roberto discuss many do’s and don’ts about decision making and ways leaders can be successful in running a team. Within the paper, both authors discuss how a leader or team can balance the need for open discussion early in the decision-making process with the need for unity at the end. By using an Inquiry style decision-making process, teams can openly express their own interest and ideas. The teams stay away from trying to persuade others to take any one individuals point of view, but to decide on what is the overall best course of action. This process allows the team to express their ideas without the bickering and fighting that comes with an Advocacy style process. The team stays unified and satisfied that their opinions were heard and put into consideration. Constructive conflict falls into two cat... ... middle of paper ... ...and show an open mind to everyone’s ideas. I’ve found that this makes for a lighter and more fun environment and we’ve shown success in completing our task. Most times I’m put into groups, I don’t know the other people very well. This is common at school with my classmates. I’m used to having no leader in the group and everyone fighting to have their ideas chosen. Once a leader was chosen in the group we started discussing openly everyone’s ideas with the chosen leader voicing their opinion on which idea to choose and why. Usually when it comes to my friends I take the leadership role and make an try to hear everyone’s opinion before making a decision. I believe that for a team to find success and reach their goal someone needs to take leadership and voice an unbiased opinion. The team needs to hear everyone’s ideas and choose one based on which will lead to success.
For example, leaders must encourage an open dialogue and make sure all the key players are involved in the discussion. The goal is to have an open and honest conversation. As a result, the organization can reach decisions which are in the best long-term interest of the company (Harvey, Novicevic, Buckley, & Halbesleben, 2004). In effect, the leader can enhance team effectiveness through honest, and open participation in decision-making while empowering employees and managers. A level playing level and supplying each person with the necessary information to craft the best decision is a necessity. Kouzes and Posner (2007), examined leaders aptitude to inspire individual and determined passion is vital. However, inspiration and consideration of the team are essential. After all, having the skills to encourage people may mean the difference between success or failure at
Delegating leadership responsibilities to in-groups poses a challenge of building a strong structure with a clear understanding of procedure. On the other side, if the leader cuts followers out of the decision making process, the newly formed relationships will suffer. The Normative Decision Model offers a recommendation for the ways leaders “adjust their decision style depending on the degree to which the quality of the decision is important and the likelihood that employees will accept the decision (Nahavandi, 2015).” An easy first step for leaders is to understand how many people will be effected by the decision (Nahavandi, 2015). Does it only concern an individual or is the whole group going to be impacted? Using the decision tree on page 76 of Nahavandi’s The Art and Science of Leadership (2015), leaders can effectively identify the appropriate decision style needed. A leader must adopt an autocratic style when the quality of the decision is not significant, when employees disagree, and when the employees don’t see eye to eye with the organizations goals (Nahavandi, 2015). While a consultative style is necessary when the employees will hold the responsibility of implementation; especially when employees agree with the overall goals of the organization (Nahavandi, 2015). Finally, “group oriented decision style should be used when the leader does not have all the information, and
Turman, P. (October 13, 2000b). Group Decision Making & Problem Solving: Group Communication [Lecture] Cedar Falls, IA. University of Northern Iowa, Communication Studies Department.
Decision making is a task which needs utmost balance on the part of the leader. One sided decisions when team input is necessary or resources going into a lot of group decision making process when the decision itself is not so crucial can turn out to be big result influencing part of the outcomes of a leadership experience. Leadership demands a lot of adaptability where the style of leadership to be followed, a complete leader driven or group driven is to chosen based on the type of decision to be taken and the situation in which the decision is to be taken.
One of the many problems I have discussed when taking undergraduate business classes was cultural teamwork barriers. This problem will arise in almost any work place because different culture has different way of doing certain things. Of course, this issue doesn’t arise just in the work place. During my four-years in college, when I was doing team group projects, this issue will cause frustration among members as well. The most difficult part of cultural teamwork is getting the other person to accept your ideas or you accepting their ideas instead. The truth is, teamwork is necessary if you want to succeed in the working world. During my four years in college, I was able to accumulate more team collaboration skills. This is due to the fact that I am an international student and sometimes my ideas are very different than western business ideas. And in order for me to succeed in team work, I had to collaborate with different students and learn to accept their ideas. However, this does not mean I’ve given up on my ideas; I will present my ideas and share it with other team members. Also, I will use evidence to support my ideas which gives other members confidence to support my way of thinking. I believe I am the mediator type leader in which I will help solve problems among team members and get everyone to accept each other’s
Conflict, when managed effectively, can be constructive. Conflict theorists have labeled this type of conflict as “C-Type Conflict or cognitive conflict” (Amason, Hochwarter, Thompson & Harrison, 1995, p. 22). Conflict of this type is usually centered on issue or opinion related differences and has a positive effect on the team. It increases team member involvement by allowing each member to speak his or her opinion or idea and evaluate the opinions or ideas of others. People change and grow personally from dealing with this type of positive conflict and team cohesiveness is created. Ultimately, “C-Type Conflict” results in a solution to the problem or agreement amongst team members.
From the beginning, where we were unfamiliar with each other and became a team, my team and I had started to learn each other name and getting to know each other. Throughout each meeting, we slowly start to feel more comfortable and open minded with each other. Not only are we getting familiar with each other, each meeting that was held we progress of becoming an effective team member, we learn our strengths and weaknesses of everyone. During the meetings, we learn many concepts from the textbook, “Communicating in Small Groups: Principles and Practices” by Steven A. Beebe and John T. Masterson. We were able to learn different types of concept in the textbook and utilized it as a team to complete certain tasks. The three concepts that impacted my team and I are human
Group decision making has many benefits for the individuals involved and the organization itself. In order for group decision making to be efficient, it is important for a creative environment to exist. “Creativity is the mental and social process used to generate ideas, concepts and associations that lead to the exploration of new ideas (May, 2011, para.3). This allows each employee to explore ideas and feel comfortable to share them without fear of rejection.
An employee does an unsatisfactory job on an assigned project. Explain the attribution process that this person's manager will use to form judgments about this employee's job performance.
In a team-oriented setting, everyone contributes to how well the group succeeds overall. You work with fellow members of the group to complete the work that needs to be done. Having the right people in the correct roles is an important factor in measuring the success of a team, where you are united with the other members to complete the main goals. Every group is made up of definite strengths and weaknesses. Our team's 3-5 major strengths necessary to work accordingly consist of Informer, Summarizer, Orienter, Piggy-Backer, and Encourager. One of our strengths as a team is that we get input from everyone involved. Every member of our team is a leader in some way. Part of being a good leader is knowing how important it is to receive the best ideas from each member of their team. We attend group meetings where we discuss any challenges, issues, and problems. At these meetings, we often exchange ideas or brainstorm new ones with each other and come up with the best and most creative team solutions as potential answers to those perceived problems.
One of the most important topics or factors in any group/team is decision making. The decision-making process will have a direct impact on the outcome of a project, the way a team works operates, and so much more. This is usually not an easy process, because decisions that need to be made are often complex, and have multiple factors involved. When making decisions, it is best to try to make the most informed decision possible, as we all know the risks of going blind into a decision or situation. If teams take the time to learn more about the decision-making process, they will find it easier to make smarter decisions.
Working in groups is challenging at times. Other times it is very rewarding. We are so focused on life that we do not take time to reflect on things as much as we should. Being in a Groups class has opened my eyes to a whole new world. I have begun to question, explore, and even understand how things work. I even get how they work sometimes. Not only is there a process involved in making individual decisions, process is involved in group decisions as well. This paper attempts give insight into my reflection of my group decision process.
Effective communication encompasses many concepts. For a leader to be effective, one must be able to build relationships between different parties. In order to build a good rapport, one must be able to recognize the strengths and weaknesses of those involved, and within oneself. Acknowledging these differences will allow for a better collaboration between team members. A leader must also have the ability to put conflict resolution theories into practice. Allowing differing points of view may challenge the original idea and will make for a more thorough decision making process. Although this may seem counterproductive, it actually ensures the best possible outcome. One must be consistent in the message presented yet be flexible, approachable and maintain a positive attitude. Allowing for different perspectives to be heard will allow team members to feel valued. This flexibility helps to solidify the concept that everyone is in this together; thus establishing an environment where all team members can have a buy-in. Encouraging team members to voice opinions and give feedback produces an atmosphere of constructive give-and-take; a real t...
How do decision makers or more precisely managers make fast, yet high-quality strategic choices? Decision making is a seemingly simple title for a text or study to cover, after all, we all make decisions every moment of our lives, from the trivial choices of “what shall I wear tonight?” to more difficult decisions about “where shall I pursue my higher learning degree?”. However, managers face these dilemmas on basis that would affect a whole organization, including its employees, customers, suppliers and so on. Decision making is one of the very main strategic aspects of an organization’s road to success. The chapter in the book starts by explaining that each decision a manager makes follows a process that starts with identifying the problem that might be an obstacle in achieving an organizational goal, next step is to identify decision criteria relevant to solving the problem, allocate weights for the criteria. Once that is done, a manager needs to come up with alternatives and analyze them based on the criteria. The final major step would be to select the best alternative, implement it and then evaluate the results to see if the problem is solved. Of course, for a manager to be a successful one, he/she needs to be rational, meaning the choices made need to be logical and consistent. The manager shouldn’t include any subjectivity in his/her decisions and should make them in the best interest of the organization and its goals. However, in order to have a more realistic approach towards decision making, managers are encouraged to satisfice (accept solutions that are “good enough”), simply because managers’ rationality is bounded by their ability to process all information related to the alternatives. Nonetheless, not all decisions ...
The author’s of this paper spent a few days observing the various decision making processes used in their work environments. Each observed that no single decision making process is the only process used in his or her place of work. While there was a vast amount of different decision making processes used, it appears that data gathering is used by each place of employment. Employers also used surveying and another technique designed to build individual support. Dione’s employer uses various charts and tables to gather date prior to making decisions. These charts are used to track the progress of individuals and teams, progress is monitored and changes can be made based on the information gathered. Natacha’s employer has an organized plan of correctly identifying the problem, then gathering data and following up with meetings to ensure proper action is taken. Janelle’s employer uses surveys to gather information. Surveying is done at two important key times, once in the beginning of a change and then again a little later. This allows managers to assess the positive and negative of the situation and check for improvement. Stephanie’s employer uses a process of meeting with certain individual’s to get acceptance of the idea.