Management Chapter 7 Are You Willing Opt Your Values Principles Make The Decision And Observe

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not likely to provide any opportunity for skill development, individual decision making

may be best.

2. How can managers make sure that groups making decisions seek out information from all

members of the group, rather than just the extroverted or dominating team members?

3. Discuss why groupthink is dangerous and describe best practices managers should follow

in order to avoid falling victim to groupthink.

Groupthink is dangerous because it often results in a poor decision. By not using all

information and perspectives, the quality of the decision and the outcomes it produces

Section 7.6 Key Concepts:

Advantages of Group Decision Making

● A group possesses more information and knowledge than one individual acting alone.

● Individuals with different backgrounds and experiences bring varied perspectives to

diagnosing and solving problems.

Disadvantages of Group Decision Making

● The quality of a group’s decision can be influenced by a few vocal people who dominate

the discussion.

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● Groups often satisfice by seeking a decision that is “good enough” rather than “best.”

● Goal displacement can occur when considerations other than the primary goal rise to the

fore, such as rivals trying to win an argument.

Symptoms of Groupthink

● Sense of invulnerability: an illusion that breeds excessive optimism and risk taking and

the ignoring of ethical implications.

Connect® Exercise

CLICK AND DRAG: Advantages and Disadvantages of Group Decision Making

Summary of Activity:

In this Click and Drag exercise, students will match provided descriptions with the advantages or

disadvantages of group decision making.

SELF-ASSESSMENT 7.4

Assessing Groupthink

This 11-question Self-Assessment measures students’ level of groupthink. Questions on team

Preventing Groupthink

● Prevention is better than treatment or cure when dealing with groupthink, and it is

important to allow criticism and other perspectives.

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● Different groups with different leaders should explore the same policy questions.

● Top-level executives should not use policy committees to rubber-stamp decisions that

have already been made.

● When major alternatives are discussed, someone should be made the devil’s advocate to

try to uncover all negative factors.

Characteristics of Group Decision Making

● Groups take longer to make decisions and they are less efficient.

● Managers should also consider using certain guidelines in using groups in decision

making:

o If additional information would increase the quality of the decision, involve those

people who provide the needed information.

● In general, group decision making is more effective when there is minority dissent, a

feeling group members can freely and safely disagree with each other.

SELF-ASSESSMENT 7.5

Assessing Participation in Group Decision Making

This 10-question Self-Assessment assesses the level of minority dissent, participation in group

Group Problem-Solving Techniques: Reaching for Consensus

● Using groups to make decisions generally requires that they reach a consensus.

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● It does not mean that all group members agree with the decision; only that they are

willing to work toward its success.

More Group Problem-Solving Techniques

● Brainstorming

o Brainstorming is a technique used to help groups generate multiple ideas and

alternatives for solving problems.

Connect® Exercise

CLICK AND DRAG: Rules for Brainstorming

Summary of Activity:

In this Click and Drag exercise, students will match the appropriate “rule” for brainstorming with

its provided description.

● Devil’s Advocacy

● Dialectic Method

o Calls for managers to foster a structured dialogue or debate of opposing

viewpoints prior to making a decision.

● Project post-mortem

o A review of recent decisions in order to identify possible future improvements.

Connect® Exercise

CLICK AND DRAG: Contrasting Devil’s Advocacy and the Dialectic Approach

Summary of Activity:

Kinicki/Williams, Management, 9e: Chapter 7 Individual and Group Decision Making: How Managers

Make Things Happen

In this Click and Drag exercise, students will compare and contrast the devil’s advocacy and

dialectic approach.

Group Exercise #4: Stranded in the Desert: An Exercise in Decision Making

7.7 Career Corner: Managing Your Career Readiness

POWERPOINTS:

#39 Model of Career Readiness

#40 Managing Your Career Readiness

Section 7.7 discusses the importance of decision making and critical thinking/problem solving as

competencies important for career readiness. Critical thinking/problem solving entails the ability

to use sound reasoning to analyze situations, make decisions, and solve problems. Reflecting on

Topics and Tips for Discussion:

1. Why is critical thinking/problem solving an important skill for managers?

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level, using their critical thinking/problem solving skills is likely to be big element of

what they do each day.

2. Based on what you have learned in this chapter, discuss what decision methodology you

will use the next time you have to make a critical decision.

3. How can you effectively demonstrate critical thinking/problem solving competencies

during an interview process?

One way you can prepare for behaviorally based interview questions is by using the

STAR method. When using this method, you respond to the behaviorally based interview

Section 7.7 Key Concepts:

Critical thinking/problem solving and decision making

• Critical thinking is much different from the moment–to-moment thinking that guides our

everyday activities.

Reflect on Past Decisions

Establish a Decision Methodology

• These steps can be followed:

1. Analyze the situation.

2. Consider what others would think about the solutions under consideration.

3. Seek advice or feedback from others before making a decision.

4. Conduct a cost-benefit analysis of different solutions.

5. Is the decision consistent with your values and principles? Are you willing to co-

opt your values or principles?

6. Make the decision and observe the consequences. Then do a post-mortem.

Connect® Exercise

CLICK AND DRAG: Establishing a Decision Methodology

Summary of Activity:

In this Click and Drag exercise, students will match the different steps in establishing a decision

methodology with their correct examples and definitions.

Demonstrating These Competencies During a Job Interview

• Be prepared for the following questions:

o Describe the process you use to make decisions. Provide a specific example in

Career Corner Group Exercise 1: Establishing A Decision Methodology

Exercise Objectives

Students will develop a decision methodology.

Career Corner Group Exercise 2: Creating Sets of Ready-Made Solutions

Exercise Objectives

CAREER

READINESS

CAREER

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MANAGEMENT IN ACTION

NEW YORK’S SUBWAY SYSTEM IS CRUMBLING

Problem-Solving Perspective

1. What is the underlying problem in this case from NYCTA President Andy Byford’s

perspective?

2. What do you think about Byford’s approach for solving the problem? Explain.

Student responses will vary. Byford wants to engage city board members in the

Application of Chapter Content

1. What are some barriers to Byford’s ability to utilize rational decision making?

Explain.

The rational decision model makes the following assumptions:

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personal interests, such as the former assembly speaker demanding cosmetic

renovations to stations in his home district.

2. Which nonrational decision-making model does Byford employ? How?

Students can argue that both satisficing and intuition are utilized. Satisficing is when

managers seek alternatives until they find one that is satisfactory, not optimal. Here,

3. Is the MTA’s practice of bailing out state-run ski resorts with subway funds ethical?

Use Figure 7.3 in your response.

This practice was found to be legal by a law firm hired to investigate, which satisfies

4. How can the MTA use evidence-based decision making? Explain.

Companies that use evidence-based management—the translation of principles

5. What decision-making style does Byford utilize? Provide examples to support your

assertion.

Students responses will vary, but they need to be supported by Figure 7.4. For

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6. What barriers to decision making were prevalent before Byford’s arrival? Explain.

Students responses will vary, but they should include heuristics/biases. An example

is the overconfidence bias. The overconfidence bias is the bias in which people’s

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LEGAL/ETHICAL CHALLENGE

IT’S ALL ABOUT A PEACOCK

Solving the Challenge

1. Do not implement the new rules. The airline should allow emotional support pets to

travel unrestricted, just as service dogs do. Airlines should not be in the business of

2. Implement the new rules. Emotional support pets are not service dogs and should be

treated differently. The airline needs to ensure the safety of employees, passengers,

and other animals during flight.

3. Refer this issue to regulators like the Department of Transportation instead of

implementing your own rules. The government can address this issue by passing

4. Invent other options.

Kinicki/Williams, Management, 9e: Chapter 7 Individual and Group Decision Making: How Managers

Make Things Happen

TEXTBOOK EXAMPLES

EXAMPLE: Crisis Leading to the Strategic-Management Process: Starbucks Reclaims Its

Soul

Shortly after CEO Howard Schultz stepped down from Starbucks in 2000 the company “lost a

YOUR CALL

1. Do you think another economic downturn could alter Starbucks’ fortunes in spite of its

product innovations, attempts to rekindle the cozy neighborhood café, and emphasis on positive

social values?

2. Ask them what Starbuck’s could do now to prepare for a potential economic downturn. You

could revisit the concept of contingency planning from Chapter 6.

3. Do students think any company is “too big to fail?” or too important to fail? What makes a

company too important to fail?

ADDITIONAL ACTIVITIES

One way to build on this example is to profile the decision of Starbucks to introduce a new brand

ONLINE

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Given that Starbucks has previously closed a chain of 23 bakeries that it had bought for a

reported $100 million, do you think it was a wise decision for the firm to invest in the Princi

bakery? Defend your point of view.

Using concepts from Chapter 6, perform a SWOT analysis on Starbucks.

Return.

EXAMPLE: The Power of Intuition

We usually praise people and companies for the rational way in which they make decisions and

frequently scoff at those who make decisions intuitively. However, this Example points out that

many famous thinkers and entrepreneurs from Albert Einstein, to Jeff Bezos, Elon Musk, and

Steve Jobs all credit some of their best decisions to intuitive decision making. This decision links

to the Practical Action “How to Improve Your Intuition.”

YOUR CALL

1. Have you ever relied on your intuition to make an important decision or solve a big problem?

How did your solution come to you, and how pleased were you with the result?

Students will have a variety of answers to this question. Some may say they always trust their

ADDITIONAL ACTIVITIES

Have students watch 5 Ways to Develop & Follow Your Intuition. This 15-minute video

includes tips on developing and using intuition from Oprah Winfrey, Brandon Burchard, Bishop

T. D. Jakes, Patrick Schwerdtfegar, Maria Forleo, and Jack Canfield. They offer several ideas

and insights:

Follow your intuition.

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1. What was the most important insight you received from these individuals’ comments on

intuition?

2. Are you inspired to try to develop your intuition? To follow it more frequently?

3. Do you think intuition is an appropriate method to use when making decisions? Why or why

not?

EXAMPLE: Analytics in Athletics: The Personal “Moneyball” Takeover of Sports

Many people have become aware of the use of analytics in pro-sports as a result of the film

Moneyball which detailed its use by the Oakland Athletics. This example discusses its use in

YOUR CALL

Executives and human resource professionals often make decision as the old sports traditionalists

did, relying on résumé, degree, years of experience, and even looks in evaluating job applicants.

What other more quantifiable measures might be used instead when hiring new college

graduates?

ADDITIONAL ACTIVITIES

1. One way to build on this Example is to have the students read the HR Magazine article “Using

2. Do you believe that data algorithms produce better hiring results than people can? Explain

3. Assume you are the HR manager for your company. What recommendations would you make

as to what extent your firm should rely on analytics in employee hiring decisions?

ONLINE

ARTICLE

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EXAMPLE: Data, Hacking, and Privacy: Who’s Stealing My Data?!

This Example discusses the data breach at Equifax in May of 2017 which Equifax did not report

YOUR CALL

Some say Big Data is overrated and that “our gut will always be part of decision making.” Do

you agree? Do you think risks to data, like those exposed by the Equifax breach, are worth the

potential gains from the widespread use of Big Data? Why or why not?

ADDITIONAL ACTIVITIES

Have students access the interactive data base on data breaches: “World’s Biggest Data

Breaches.” They can filter the information by organization and by method of leak. They can see

how data breaches are growing in size and frequency. Clicking on any individual name brings up

information on that particular breach. In addition to them just examining this infographic, you

could ask them to choose one or two of the breaches to investigate in greater depth. You could

then lead a class discussion on the similarities they see in the breaches. Discussion question

might include:

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TEXTBOOK PRACTICAL ACTIONS

PRACTICAL ACTION: How to Improve Your Intuition

This Practical Action links to the previous Example, The Power of Intuition. In the example,

students learned about how famous entrepreneurs have used intuition. This Practical Action

helps students begin to develop their own intuition. It points out the successful intuitive decisions

don’t just happen; they are the result of a process. The process described here includes:

YOUR CALL

1. How can you use these five tips to improve your performance at school?

Students may describe several different types of decisions that could be made intuitively:

The choice between two similar sounding classes

2. Do you see any drawbacks to being more intuitive?

ADDITIONAL ACTIVITIES

Expanding on Your Call above, have students apply the steps to choosing groups and clubs to

join at school. Have students apply the steps.

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Be mindful and open to insights. Refer back to Chapter 1, section 1.4 Practical Action:

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SELF-ASSESSMENTS

SELF-ASSESSMENT 7.1 CAREER READINESS

Assessing Your Problem-Solving Potential

This survey is designed to assess students’ approach to problem solving.

STUDENT QUESTIONS

1. What is the status of your problem-solving skills? Are you surprised by the results?

2. Based on identifying the four lowest scored items on the assessment, what can you do to

improve your problem-solving skills? Explain.

3. What things would you say during an interview to demonstrate that you possess this career

readiness competency?

SUPPLEMENTAL ACTIVITY

Students can be divided into groups based on their scores on the assessment. The groups can

review the scenario below.

If you were the CEO of Telenet Solutions, what would you do at the meeting?

The class should discuss as a whole based on each group’s scores on the assessment. Did the

scores affect the type of speech given?

CAREER

READINESS

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Return.

SELF-ASSESSMENT 7.2 CAREER READINESS

Assessing Your Level of Intuition

This survey is designed to assess the extent students use intuition in their current jobs.

STUDENT QUESTIONS

1. Are you intuitive at work? Did the results surprise you?

2. What can you do to increase the amount of intuition you use at work?

3. What things might you say during a job interview to demonstrate that you possess intuition?

Student responses will vary but should include a statement such as relying on experiences when

making decisions.

SUPPLEMENTAL ACTIVITY

Students should be put into groups based on their Self-Assessment scores with high scorers in

the same group and low scorers in the same group.

High scorers should review the cons of intuition and brainstorm examples of these cons in the

workplace. Some questions:

What can happen if you base too much on intuition?

What types of decisions is intuition best for?

Low scorers should do the same for the pros of intuition. Some questions:

What are some of the benefits of intuition?

How can one better his or her intuition-based decision making?

CAREER

READINESS