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Class Session 18
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Crisis Characteristics
Threats to major values. Time urgency. Ambiguity or uncertainty. Surprise or uniqueness.
Source: Post, Jerrold M. 1993. The Impact of Crisis-Induced Stress on Policy Makers, in Avoiding Inadvertent War, edited by A. George. Boulder, CO: Westview Press. Page 472.
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CRISIS ATTRIBUTES
PROBLEM SENSING
EVENT PERCEPTION PROBLEM/THREAT DIAGNOSIS CRISIS MANAGEMENT DECISION RESPONSE RESOURCE MOBILIZATION RESPONSE ACTIONS INTERNAL INFORMATION FLOW
CRISIS OUTCOMES
Environment
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Layered Functions
5. Organizational Memory 6. Group Processes
4. Values
3. 2. 1. Filtering
Source: Hale, Joanne. 1997. A Layered Communication Architecture for the Support of Crisis Response. Journal of Management Information Systems. Vol. 14, No. 1.
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Stress
Stimulus situation Perception of threat to values Anxiety or fear Coping Pattern Impact on information processing Choice of decision or policy
PERFORMANCE/STRESS CURVE
Source: Post, Jerrold M. 1993. The Impact of Crisis-Induced Stress on Policy Makers. in Avoiding Inadvertent War, edited by A. George. Boulder, CO: Westview Press. Page 474.
Stress
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Source: Post, Jerrold M. 1993. The Impact of Crisis-Induced Stress on Policy Makers, in Avoiding Inadvertent War, edited by A. George. Boulder, CO: Westview Press. Pages 479-481.
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Source: Post, Jerrold M. 1993. The Impact of Crisis-Induced Stress on Policy Makers, in Avoiding Inadvertent War, edited by A. George. Boulder, CO: Westview Press. Pages 481-483.
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Vigilance
Source: Fink, Steven. 1986. Crisis Management: Planning for the Inevitable. New York: Amacom. Pages 133150.
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A Definition of Groupthink
a mode of thinking that people engage in when they are deeply involved in a cohesive in-groupmembers striving for unanimity override their motivation to realistically appraise alternate courses of action a deterioration of mental efficiency, reality testing, and moral judgement that results from in-group pressures.
Source: Neck, C.P., and Manz, C.C. 1994. From Group Think to Teamthink: Toward the Creation of Constructive Thought Patterns in Self-Managing Work Teams. Human Relations. Vol. 47, No. 8. Derived from Victims of Groupthink, by I.L. Janis (Boston: Houghton Mifflin. 1972). Page 9 in Groupthink.
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High stress from external threats with low hope of a better solution than the leaders. Low group self-esteem induced by the groups perception of recent failures, excessive difficulty on current decision-making tasks, and moral dilemmas (i.e., apparent lack of feasible alternatives except ones that violate ethical standards).
Source: Neck, C.P., and Manz, C.C. 1994. From Group Think to Teamthink: Toward the Creation of Constructive Thought Patterns in Self-Managing Work Teams. Human Relations. Vol. 47, No. 8. Derived from Victims of Groupthink, by I.L. Janis (Boston: Houghton Mifflin. 1972). Page 2 and 3. 18 - 19
Symptoms of Groupthink
Direct social pressure placed on a member who argues against the groups shared beliefs. Members self-censorship of their own thoughts or concerns that deviate from the group consensus. An illusion of the groups invulnerability to failure. A shared illusion of unanimity. The emergence of self-appointed mind guards that screen out information from outside the group. Collective efforts to rationalize. Stereotyped views of potential adversaries outside the group. Unquestioned belief in the groups inherent morality.
Source: Neck, C.P., and Manz, C.C. 1994. From Group Think to Teamthink: Toward the Creation of Constructive Thought Patterns in Self-Managing Work Teams. Human Relations. Vol. 47, No. 8. Derived from Victims of Groupthink, by I.L. Janis (Boston: Houghton Mifflin. 1972). Page 3. 18 - 20
Source: Neck, C.P., and Manz, C.C. 1994. From Group Think to Teamthink: Toward the Creation of Constructive Thought Patterns in Self-Managing Work Teams. Human Relations. Vol. 47, No. 8. Derived from Victims of Groupthink, by I.L. Janis (Boston: Houghton Mifflin. 1972). Page 3. 18 - 21
Source: Neck, C.P., and Manz, C.C. 1994. From Group Think to Teamthink: Toward the Creation of Constructive Thought Patterns in Self-Managing Work Teams. Human Relations. Vol. 47, No. 8. Derived from Victims of Groupthink, by I.L. Janis (Boston: Houghton Mifflin. 1972). Page 57. 18 - 22
Symptoms of Teamthink
Encouragement of divergent views. Open expression of concerns and ideas. Awareness of limitations and threats. Recognition of members uniqueness. Discussion of collective doubts.
Source: Neck, C.P., and Manz, C.C. 1994. From Group Think to Teamthink: Toward the Creation of Constructive Thought Patterns in Self-Managing Work Teams. Human Relations. Vol. 47, No. 8. Derived from Victims of Groupthink, by I.L. Janis (Boston: Houghton Mifflin. 1972). Page 7.
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Myers Briggs
http://www.humanmetrics.com/cgiwin/jungtype.htm http://www.typelogic.com/
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