1. Review of Concepts to Observe in Environmental Roundtable Role Play

2. Key Areas Group Dynamics/Group Decision Making Inter-group and Intra-group conflict Organizational Power and Politics Inter-organizational collaboration

3. Group Dynamics / Decision Making

4. What Stage of Group Development was achieved?

5. Copyright © 2011 Pearson Canada Inc. Forming: ◦ Group members try to orient themselves by “testing the waters.” Ambiguous situation, members aware of dependency on each other Storming ◦ Confrontation and criticism as members decide whether to go along with the group, ◦ Sorting out roles and responsibilities leads to conflict Norming ◦ Members resolve the issues that provoked the storming, and they develop social consensus (often via compromise). ◦ Norms are agreed on and the group becomes more cohesive. ◦ Information and opinions flow freely.

6. Copyright © 2011 Pearson Canada Inc. Performing The group devotes its energies toward task accomplishment. Achievement, creativity, and mutual assistance are prominent themes at this stage.

7. Copyright © 2011 Pearson Canada Inc. Role Specialization in Group Roles (task / social leader, facilitator, blocker, devil’s advocate) different participants can play ◦ E.g., Devil’s Advocate  Appointed to identify and challenge the weaknesses of a proposed plan or strategy, controversy promoted by the devil’s advocate improves decision quality, must present his or her views in an objective, unemotional manner.

8. Copyright © 2011 Pearson Canada Inc. Effectiveness of Group Decision Making Process

9. Cognitive Factors Leading to Poor Decisions Poor decisions Noticing Information Using Relevant Information Sharing Information Bounded Awareness

10. Poor Decisions Bounded Awareness Not Sharing information Not SHARING Information limits awareness which leads to poor decisions

11. Consider Negotiation Exercise The best outcome could be that both parties got all the fruit that was available and saved $$ on the bid

12. Bounded Awareness Not sharing information What members do in groups Discuss common information because it is agreed upon & rewarded with support Do not discuss unique information they have Do not seek out unique information that others may have Poor Decision

13. Bounded Awareness Not sharing informatio n Poor Decision Information about all candidates given to all members Information about excellent candidates given to some members, information about not so excellent candidate is given to all members Quality of candidate chosen GoodPoor

14. Poor Decision Quality Bounded Awareness Not using relevant information Not using RELEVANT information limits awareness which affects the quality of decisions

15. Bounded Awareness Not using relevant information Think of all the things that will make you happy Control Group How much of your happiness depends on team’s win? A littleA lot

16. Bounded Awareness Not using relevant information What percent of group’s performance was due to your ideas? What percent of group’s performance was due to each member’s ideas? Self serving biasMoreLess

17. Poor Decision Quality Bounded Awareness Not Noticing information Not NOTICING information limits awareness which affects the quality of decisions

18. Amt of Information Noticed Focus on certain types of information Expectations about existing information Gradual changes in environment What affects whether you notice information?

19. Limits Information Noticed Expectations about information Dangerous objects will appear 50% of time Dangerous Objects will appear 1% of time Error Rate7%30%

20. Limits Information Noticed Focus on certain types of information Those who were told to watch superimposed videos of teams playing at different times AND who were asked to count the number of passes between members wearing the same jerseys did not notice woman walking with open umbrella on court

21. Gradually increased estimates to exaggerated number Suddenly increased estimates to exaggerated number Likelihood of judging estimates as inflated LessMore Gradual changes in environment Limits Information Noticed

22. Need to locate information that is out of your awareness to improve decision quality Locate out of awareness information by ◦ Perceiving it  changing focus, changing expectations, environment type ◦ Using relevant bits ◦ Sharing it with each other Summary of Cognitive Factors that Can Inhibit your Decision Quality

23. Inter and IntraGroup Conflict

24. Potential Sources of Conflict goal incompatibility task independence, When individuals or subunits are mutually dependent on each other to accomplish their own goals. ambiguity ◦ Ambiguous goals, jurisdictions, or performance criteria can lead to conflict. scarce resources ◦ Limited budget money, secretarial support, or lab space can contribute to conflict. communication problems, personal characteristics, etc.

25. Copyright © 2011 Pearson Canada Inc. What types of conflict managing styles

26. Organizational Power and Politics

27. Which role had what sources of power? ◦ Legitimate power ◦ Reward power ◦ Coercive power ◦ Referent power ◦ Expert power

28. Copyright © 2011 Pearson Canada Inc. Sources of Power--I Scarcity ◦ Power is acquired by those who are able to secure scarce resources that are important to the organization as a whole. Uncertainty ◦ Those most capable of coping with uncertainty and providing the organization with greater control over what it finds problematic and can create more certainty tend to acquire power.

29. Copyright © 2011 Pearson Canada Inc. Sources of Power- II Centrality ◦ Those whose activities are most central to the work flow of the organization acquire more power.  E.g., by influences the work of most other subunits; having a crucial impact on the quantity/quality of the key product/service; its impact is more immediate. Substitutability ◦ If it cannot be easily replaced it can acquire substantial power.  E.g., change in the labour market, likelihood of of contracting out work

30. Who used what influence tactic and what was the outcome? Assertiveness Ingratiation Rationality Exchange Upward appeal Coalition formation Blocking Consultation Covering up Inspirational appeals, Sanctions

31. Debriefing and Discussion Environmental Round Table

32. Group Dynamics / Decision Making What were the group process dynamics in the Round Table? What were the barriers to achieving consensus among the various participants? How could they have been minimized? ◦ What stage of group development was achieved? ◦ What roles did different participants play in the group? ◦ How effective was the group-decision making process?

33. Inter and IntraGroup Conflict What conflicts arose between Round Table Participants? To what degree were these conflicts resolved, if at all? ◦ What are the sources of the conflicts? ◦ What type of conflict handling style was used? By Whom?

34. Organizational Power and Politics Who were the most (and least) influential participants in the discussion? What are the implications of power disparities among participants? ◦ What were the source of personal power for each participant? ◦ What were the sources of structural power for each participant?

35. Organizational Power and Politics What are the implications of power disparities among participants? Did coalitions of participants develop? ◦ What types of political influence tactics occurred during the role play? What were/are the consequences of using different types of influence tactics? How effective were the group in achieving intended outcomes?

36. Interorganizational Collaboration How did the collaboration change in different stages of the discussion? ◦ Problem Setting ◦ Direction Setting ◦ Implementation How did the chairperson promote constructive dialogue among all round table participants? ◦ Was the discussion focused and under control? ◦ What task interventions did the chairperson initiate? (Analyzing and synthesizing issues, providing feedback, identifying alternatives)

37. Goals/Mission What is your mission statement? What is the primary goals and objectives for the first- year of operation.