1. The Team That Wasn’t! What did Eric do right? What did Eric do wrong? Describe Randy in the context of Covey. Critique: –Katzenbach--’the team or Randy must go –Segol--’objective vague, leadership weak, keep Randy involved’ –Baard--’problem is fusion, not Randy’ –Garber--’company culture doesn’t support teams’ –Hackman--’Randy acts as special agent’ –Musselwhite & Hurson--’re-launch the team w/ inspiring goal & neutralize Randy’

2. Group Think: The Video View the video with Covey’s framework in mind. Describe the psycho-dynamics of the situation. Why did it happen as it did? How would an ‘authentic leader’ manage the situation?

3. Beliefs Affect Action Beliefs are Cause Maps that We Impose on Reality Believing Controls Seeing What We See Conditions Further (Reinforces) Belief

4. GroupThink Team Traits Sense of Infallibility Unquestioned Morality Suppression of Dissent Quest for Unanimity Stereotyping of Non-group Members

5. GroupThink Convergent Thought Problem A Conclusion

6. Discussion & Debate Problem No Action Decision Process

7. Ideal Decision Process ProblemDialogueDiscussionAction Divergent Thinking Convergent Thinking

8. "Gentlemen, I take it we are all in complete agreement on the decision here...Then I propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about."

9. Preventing GroupThink Promote/Encourage Inquiry (before Advocacy) Suspend Point of View and Hold for Examination by All Test & Question, especially that which everyone believes true Take Time Never, Ever, Criticize or Judge Members' Ideas

10. Productive Conflict Emerges When: The team’s leader understands the need for well-framed questions The team is comprised of heterogeneous thinking members –but with mutual respect The process of decision making delays forming early consensus –require each member to offer at least two alternative views on each major issue –engage in brainstorming

11. Dealing with the Dominator Keep others involved by asking questions Direct observations and remarks to the group Don’t engage in a one-on-one battle Listen to the Dominator: give the person the time everyone deserves Don’t assume an adversarial position

12. Unsilencing the Silent Use open ended questions directed at the group as a whole and at the silent one(s) in particular Don’t embarrass the silent one(s) by using humor or calling attention to their lack of participation Responds positively to when the silent do speak-- listen

13. Discouraging the Socializer Don’t get caught up in their story -- always keep the purpose of the meeting in the forefront Be sensitive to the person(s) need for relationships Don’t belittle, badger or discount this person Gently, but firmly bring the discussion back on track

14. What If the Team is MisManaged Seek to Understand the Leader’s Frame Try to Communicate What You Believe the Team Needs for Better Decision Making Be Tactful Be Positive