1. Copyright c 2006 Oxford University Press 1 Chapter 8 Assessing Decision Processes and Implementing Decisions Monitor decision making performance 1. Does you group have information it needs? 2. Are group members giving needed effort? 3. What is the quality of group members’ thinking?

2. Copyright c 2006 Oxford University Press 2 Information Bias Exists when group uses information that favors one alternative, or one member, over others Group members tend to repeat information that has already been discussed New members, lower status members, members with high need for approval or inclusion Majority subgroup uses social pressure to influence decision outcomes

3. Copyright c 2006 Oxford University Press 3 Groupthink Faulty decision making resulting from lack of critical thinking Disagreement is absent Group members are highly cohesive Group avoids ethical or moral issues Group artificially limits alternatives Members feel the group is infallible Members protect one another from criticism

4. Copyright c 2006 Oxford University Press 4 Avoiding Groupthink A group never intends to let groupthink occur When it does: Encourage full participation through decision- making procedure Leader should foster full participation and solicit divergent opinions

5. Copyright c 2006 Oxford University Press 5 Factors in Faulty Decision-Making 1. Members make assumptions about facts 2. Breakdown in group’s reasoning process 3. Time or decision outcome pressures 4. Incomplete decision criteria 5. Poor persuasive powers 6. Use of ambiguous and vague language 7. Rigid adherence to role boundaries 8. Failure to ask relevant or obvious questions

6. Copyright c 2006 Oxford University Press 6 Helping Your Group Make Effective Decisions Listen and give feedback Rotate the role of the critical advisor Assesses group process Asks questions to keep group on course Reveals hidden assumptions Assess your decision-making skills Task, relational, and procedural skills

7. Copyright c 2006 Oxford University Press 7 Implementing Decisions Decision not complete until implemented Did group reach its goal? Did the outcome generate utility? What were the long-term consequences? Were budgets and timelines honored? Did decision making process contribute to growth of team members? Was the decision routine or innovative?

8. Copyright c 2006 Oxford University Press 8 PERT Program evaluation and review technique Orders activities that must be completed to implement decision Reveals full implementation process Reveals order of activities What activities can be simultaneously completed Length of time to implementation

9. Copyright c 2006 Oxford University Press 9 PERT Diagram

10. Copyright c 2006 Oxford University Press 10 Steps in PERT Planning 1. Identify event that marks completion 2. List all activities that must happen 3. Review and order the list of activities 4. Develop PERT diagram Look for errors in logic 5. Assess time for each activity

11. Copyright c 2006 Oxford University Press 11 Decision Outcomes Evaluate after implementation: 1. Did the decision have the intended effect? 2. Was the decision responsible for the observed effects? 3. Did the decision have any unintended or negative consequences?