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Teamwork Makes EDS an Information Powerhouse

 

Are teams and teamwork impor­tant? Don't ask that question of the folks at Electronic Data Systems (EDS) or they will laugh you out of the building! Management guru Tom Peters describes EDS as the world's largest project organi­zation in the world's zaniest indus­try: 72,000 smart people in bands of 10 who generate over $8 billion a year in revenues, while working in the information business, or more specifi­cally, the business of extracting, integrating, and applying knowledge. EDS assists client organiza­tions in the development of computer information systems designed to address and solve busi­ness problems. The firm's client organizations run the full gamut of types and sizes, including a $712 million contract with the Army, Navy, and Defence Logistics Agency for a "small multi-user computer project".

EDS consists, at any one time, of hundreds of project teams organized into 38 strategic business units designated according to indus­try served (transportation, health care, electronics, etc). In other words, EDS is just a big collection of loosely connected project teams, each containing normally 8 to 12 programmers and systems experts and lasting for a period of 9 to 18 months. What is fascinating about EDS is not so much that it is big and profitable, but that it runs effec­tively and efficiently with little hierarchy. The key seems to be a lot of informal communication within and between highly empowered, accountable, independent teams.

The EDS organization has a number of interesting character­istics: its formal team structure consists of individual per­formers, subproject team leaders, and formally designated team leaders, all of whom tend to report to one another; promotions and advancement happen informally through team member evolvement; members move on and off teams informally according to project needs, as project managers bid for, negotiate for, and "raid" members from other teams; communications and the spread of knowledge throughout the organization are also very informal; teams epitomize the "close to the customer" concept with team members working physically within the client organizations.

EDS has developed a successful blend of teamwork and team coordination that is the envy of project-oriented organizations in many fields of endeavour.

Although EDS is unusual in its size and level of success, it is not so rare in its use of self-managed teams. Jerry Junkins, CEO of Texas Instruments, says, "No matter what your business, these teams are the wave of the future". Being able to manage in a team environment - and to direct groups in general - has therefore become an important skill for today's managers.

 

 

2.2. Find in the text English equivalents of these words and phrases.

 

1.командна робота 19. вирішувати 37. просування
2.щось, що має велику силу або вплив 20. включати організації усіх типів і розмірів 38. кар'єрне зростання
3.люди 21. у відповідності до, згідно з 39. поступовий розвиток
4.електронні системи даних 22. іншими словами 40. пропонувати
5.висміяти, засміяти 23. нещільно з'єднаний 41. домовлятися
6.духовний лідер 24. програміст 42. забирати
7.незвичайна галузь 25. спеціалист по системах 43. поширення знань
8.розумний 26. чудовий 44. утілювати
9.група 27. прибутковий 45. близько до, поруч із
10.спілкування 28. працювати результативно та ефективно 46. суміш
11. заробляти 29. ієрархія 47. предмет заздрощів
12.дохід 30. неформальне спілкування 48. підприємництво
13.добування 31. уповноважений 49. нечастий
14.об'єднання, інтегрування 32. відповідальний 50. самокерований
15. застосування 33. незалежний 51. головний менеджер компанії
16. розробка 34. окремий виконавець 52. незважаючи на, безвідносно до
17. призначений (2) 35. керівник команди 53. те, чому належить майбутнє
18.братися, прийматися за щось 36. звітувати (перед кимось) 54. командне середовище

 

2.3. Are these statements true or false? Correct the false ones.

 

a) EDS helps client organizations in solving business problems.

b) EDS delayed a special computer project for the Army, Navy, and Defense Logistics Agency.

c) Numerous strategic business units combined at EDS serve particular industries.

d) Profitability is the most attractive thing about EDS.

e) Among the interesting features of EDS is that project managers can take members from other teams.

f) Self-managed teams are unlikely to be very popular in the future.

 

2.4. Answer the questions.

 

a) What does information business mean?

b) What is the purpose of computer information systems?

c) What are the main characteristics of project teams at EDS?

d) In what way do promotions and advancement at EDS occur?

e) What does the "close to the customer" concept imply?

 

2.5. Write a short article (about 200 words) concerning EDS. Use the plan and the key words and phrases to help you.

 

The word’s largest project organization

the world’s largest project organization; information business; in bands of 10; to generate … in revenues; client organizations; the development of computer information systems; to run the full gamut.

The structure of EDS

to consist of; project teams; strategic business units; to contain; programmers and systems experts; to last; to run efficiently and effectively; with little hierarchy; informal communication; highly empowered, accountable, independent.

The main characteristics of the EDS organization

formal team structure; individual performers; subproject team leaders; formally designated team leaders; to report to; promotions and advancement; to happen informally; team member evolvement; to move on and off teams; according to project needs; communications; the spread of knowledge; to epitomize the concept; to work physically within the organization; a successful blend of teamwork and team coor­dination.

The prospects for teamwork

self-managed teams; the wave of the future; to manage in a team environment; an important skill.

 

3. Робота над текстом “Types of groups”.

 

3.1. Read text “Types of groups”. Formulate the main idea of the text.

 

Types of groups

 

We can classify groups along a number of dimensions, including how they develop, what parts of the organization they draw their members from, as well as their purpose, duration, and even level of empowerment - the extent of their authority and ability to make and implement work decisions. The type of groups an organization develops depends on the tasks it needs to accomplish and other contextual variables already noted. How successfully these groups will function depends on a number of other structural and process characteristics.

Groups may be formal or informal. Most groups or teams with a title or group designation are formal groupscreated by the organization as part of its formal structure and generally having their own formal structure as well. Informal groupsarise naturally from social interaction and relationships and are usually very loosely organized. A friendship group or a clique is an example of an informal group. A departmental athletic team, although titled, often grows informally out of social relationships. Organizations such as Hewlett-Packard and EDS encourage considerable informal communication throughout their organizations to enhance the dissemination of knowledge.

Groups can also be functional or cross-functional. Functional groups(sometimes called command groups), as the name suggests, perform specific organizational functions, with members from several vertical levels of the hierarchy. Accounting, personnel, and purchasing departments are examples of functional groups. Cross-functional groups (sometimes called horizontal groups) cut across the firm's hierarchy and are composed of people from different functional areas and possibly even different levels. While functional groups are usually permanent, cross-functional groups are often temporary, lasting for as little as a few months to as long as several years, depending on the group task being performed.

Most groups can also be classified as having one of three purposes: (1) Some groups recommend things, for instance by making suggestions to improve quality; (2) some groups make or do things, such as teams formed for product development; and (3) some groups run things, such as functional groups that conduct business in their area of operations. Obviously, the latter two group types would tend to be more autonomous than the first.

Given these general categorizations, we can now examine the nature of some specific kinds of groups and teams: task forces, committees, project teams, product-development teams, quality-assurance teams, and self-directed work teams.

Task Forces

A task force is a temporary group of employees responsible for bringing about a particular change. They may be formed within a functional area, but are most frequently cross-functional, temporarily pulling workers from throughout the organization. Task force membership is usually a function of someone's expertise rather than hierarchical position.

Committees

A committee is usually a permanent formal group that does some specific task; it may be functional or cross-functional. A loan committee in a bank, for instance, may have members from several areas besides the loan department to help provide outside expertise. A grievance committee resolves grievances in a union environment, while a postgraduate studies committee in a university determines the postgraduate curriculum. Because committees often make formal decisions, they usually have official members of the formal hierarchy as part of the group, unlike a task force.

Project Teams

Project teamsare similar to task forces, but usually they are responsible for running their operation and are totally in control of a specific work project. They are often cross-functional and almost always temporary, although a large project, such as designing and building a new airplane at Boeing Corporation, may last for years. Project teams, such as those at Boeing or EDS, are often the guts of the organization or the central business function.

Product-development teamsare a special type of project teams formed to devise, design, and implement a new product. Sometimes product-development teams exist within a functional area - research and devel­opment - but now they more frequently include people from numerous functional areas and may even include customers to help ensure that the end product meets the customers' needs. At EDS, for instance, a client company typically works together with an existing project team to create a new information system to meet the client's need.

Quality-Assurance Teams

Quality-assurance teamsare generally small groups formed to recommend changes that will positively affect the quality of the organization's products. Quality circles are the most common form of quality-assurance team. Quality circles (QCs) are groups of workers brought together from throughout the organization to solve specific quality, productivity, and service problems. Although the "quality circle" term is not as popular as it once was, the quality movement and total quality management are stronger than ever. The use of teams to address quality issues will no doubt con­tinue to increase throughout the business world.

Self-Directed Work Teams

A self-directed work team (SDWT)is a group of employees who are responsible for a 'whole' work process or segment that delivers a product or service to an internal or external customer. Sometimes called self-managed teams or autonomous work groups, SDWTs are designed to give employees a feeling of "ownership" of a whole job. At Tennessee Eastman, a division of Eastman Kodak Company, teams are responsible for whole product lines, including processing, lab work, and packaging. With shared team responsibility for work outcomes, team members often have broader job assignments and cross-train to master other jobs, permitting greater team flexibility.

The defining characteristic of an SDWT is the extent to which it is empowered by management. At Xerox, for example, empowered teams of plant assembly-line operators can shut down an assembly line, when a severe problem arises, and then solve the problem themselves. Figure 2 shows a hypothetical continuum of team empowerment with approximate amount of responsibility/authority shown in increments of 20 percentage points. A team empowered at 20 percent, for instance, might do its own housekeeping, have members who train each other, repair and maintain equipment, and perhaps schedule production. A team takes on additional functions normally performed by managers, professionals, and other specialists as the level of empowerment increases. For example, a team empowered at 60 percent might also manage suppliers, schedule vacations, hire new employees, choose team leaders, and even be responsible for the purchase of new equipment. Naturally, the functions and their order will vary across organizations and teams. The lack of a 100 percent level indicates that some leadership roles still exist even in the most highly empowered teams.

We pay special attention to self-directed work teams because so many organizations today are searching for ways to cut costs and to adjust to changes in our highly competitive and increasingly global marketplace. Work teams hold the promise for meeting these challenges. SDWTs reduce the need for extra layers of management and thus can help control costs. They also provide the flexibility, through facilitation of communications and reduction of bureaucracy to change rapidly in order to meet the competition or respond to customer needs.

3.2. Find in the text English equivalents of these words and phrases.

1. вимір 10. взаємодія 19. складатися з
2. набирати, брати 11. взаємовідносини 20. постійний
3. повноваження (2) 12. вільно організований 21. тимчасовий
4. ступінь 13. кліка 22. мета, призначення
5. здійснювати, виконувати (2) 14. спортивна команда 23. керувати, управляти
6. залежати від 15. заохочувати, підтримувати 24. автономний, самоврядний (2)
7. змінна 16. розповсюдження 25. група людей для вирішення певної проблеми
8. назва (2) 17. ієрархія 26. комітет, комісія
9. виникати 18. перетинати 27. проектна команда

 

28. команда з розробки продукту 48. задовольняти потреби 68.приріст; збільшення
29. команда з гарантії якості 49. гурток (група) якості 69. вести власне домашнє господарство
30. відповідальний за 50. колись, у минулому 70. ремонтувати й підтримувати устаткування
31. внесення зміни 51. рух за якість 71. планувати виробництво
32. залучати відусюди 52. управління якістю 72. додатковий
33. спеціальне знання або вміння; експертиза 53. займатися проблемами якості 73. постачальник
34. комісія з позик 54. доставляти 74. відрізнятися
35. комісія зі скарг 55. призначати 75. відсутність
36. розв'язувати (питання тощо) 56. почуття володіння 76. указувати
37. профспілкове середовище 57. обробка 77. шукати шляхів
38. комісія з післядипломного навчання 58. лабораторна робота 78. зменшувати витрати
39. на відміну від 59. упакування 79. пристосовуватися до
40. схожий на 60. спільна відповідальність 80. бути багатообіцяючим, мати потенціал
41. контролювати 61. більш широкі службові завдання 81. впоратися з викликом
42. найважливіша частина організації 62. навчатися з метою оволодіння іншими професіями 82. зменшувати потребу
43. винаходити 63. гнучкість 83. додатковий пласт
44. проектувати; конструювати 64. наділяти повноваженнями 84. сприяння зв'язкам, контактам
45. існувати 65. монтажна лінія, лінія складання 85. зменшення бюрократії
46. замовник 66. припиняти роботу 86. відповідати конкуренції
47. кінцевий продукт 67.приблизна кількість 87. реагувати на потреби

 

3.3. What do abbreviations EDS, QC, SDWT mean?

 

3.4. Are these statements true or false? Correct the false ones.

 

a) Groups are classified according to their dimensions.

b) It is factors within the organization that determine the type of the group.

c) Various contextual and group factors can influence the success of any group.

d) Usually, formal groups do not have their own formal structure.

e) Informal groups are characterized by firm organization.

f) People from no more than one vertical level can form a functional group.

g) Cross-functional groups are usually formed for a certain period.

h) Groups created to recommend things are characterized by greater autonomy.

i) A person’s skill is what matters when a task force is created.

j) Both task forces and committees include official members of the formal hierarchy.

k) Project teams have the power to make all decisions about work projects.

l) To meet the customers’ needs, product-development teams may include customers.

m) Quality-assurance teams monitor the quality of the organization's products.

n) The level of empowerment is the main characteristic of a self-directed work team.

o) A 100 percent level of team empowerment does not exclude any leadership.

p) The importance of SDWTs consists in their ability to meet the challenges that a highly competitive marketplace poses.

 

3.5. Answer the questions.

 

a) How do informal groups arise?

b) What is the purpose of functional groups?

c) What could be the examples of functional groups?

d) What people do cross-functional groups consist of?

e) How long can cross-functional groups exist?

f) According to what purposes can groups be classified?

g) Where do task forces pull their members from?

h) Can a committee be only a functional group?

i) What examples of committees can you provide?

j) How do project teams differ from task forces?

k) What are special types of project teams, which devise, design and implement a new product?

l) What term used to be very popular to designate a quality-assurance team?

m) What are other names of self-directed work teams?

n) What are self-directed work teams intended for?

o) What are teams of plant assembly-line operators at Xerox empowered to do?

p) What measurements does the horizontal axis on the graph show?

q) What measurements does the vertical axis on the graph show?

r) What functions can a team empowered at 20 percent fulfil?

s) What additional rights and responsibilities can a team empowered at 60 percent have?

t) Why is so much attention paid to self-directed work teams?

 

3.6. Write a summary of the text.

 

4. Робота над текстом “Group norms”.

 

4.1. Read text “Group norms”.Which of these statements expresses the main idea of the text?

 

a) Group norms are important because they prescribe appropriate behaviour for group members.

b) Group norms affect almost all aspects of group functioning.

c) Group norms may be positive and negative.

d) Group norms tend to be of three levels.

Group norms

Group norms are important because they prescribe appropriate behaviour for group members and help reduce the disruption and chaos that would ensue if group members did not know how to act. Groups enforce norms to facilitate group survival, establish what behaviour is expected of group members, help the group avoid embarrassing interpersonal problems, express the central values of the group, and clarify what is distinctive about the group.Norms can influence nearly all aspects of group functioning, from how members carry out a task to how they dress, eat, and talk to the boss.

Norms can be very positive in that they can support the goals, mission, and success of the organization. At EDS, for example, completing all projects on time is a widely accepted norm that helps keep the organization successful. At most Ritz Carlton hotels, a widely held norm is that a customer's problem or request is "owned" by the person who receives it regardless of whose job it might involve. The employee will strive to resolve the problem within ten minutes of receiving it. This norm of customer service makes the Ritz Carlton distinctive among major hotel chains and helps ensure its success.

However, norms can also be negative by encouraging dysfunctional behaviour Occasionally some group members may form a subgroup, called a shadow organization, that has norms contrary to those of the greater group or organization. For example, workers may establish standards of production far below what is possible or desired by management.

Levels of Norms

Norms tend to be of three levels: pivotal, relevant, and peripheral. Pivotal norms are critical for success within a group. If a group member rejects a pivotal norm, then his or her stay in the organization is likely to be very limited. When Microsoft founder Bill Gates meets with a product-development team, he asks some very pointed questions about both the technical and financial aspects of the project. Team leaders and members must be prepared to answer these questions or they may not last long at Microsoft. Thus, being prepared is a pivotal norm at Microsoft.

Relevant normsare fairly important, but not as critical as the pivotal norms. It is generally important for a salesperson to be on time for work (relevant norm) but with productivity (pivotal norm) tops in the department, he or she might be able to come in late more often with minimal repercussions.

A peripheral normis one that some people accept, but which is not important for success in an organization. Managers in one engineering company meet every Friday after work for a beer at a nearby pub. Although most show up all the time, some seldom show up and a few never go at all. Status at work is not affected by this peripheral norm.

Of course, what is peripheral in one group may be relevant or pivotal in another. For managerial success in most Japanese organizations, the kind of after-work contacts the engineers were having is absolutely essential. At some companies, such as Levi-Strauss & Company, mode of dress is peripheral because the norm for even the top executive team is - you guessed it - Levis jeans. At other firms such as IBM or Procter & Gamble, dress code is more likely to be a relevant norm.

 

4.2. Find in the text English equivalents of these words and phrases.

 

1. прописувати 11. з'ясовувати 21. тіньова організація
2. поведінка 12. відмітний, особливий 22. протилежний
3. руйнування 13. підтримувати; сприяти 23. набагато нижче
4. випливати 14. призначення 24. основна норма
5. провадити у життя 15. своєчасно 25. доречна норма
6. сприяти 16. загальноприйнята норма (2) 26. найвища продуктивність
7. виживання групи 17. привласнюватися 27. наслідки
8. уникати 18. незважаючи на 28. другорядна норма
9. скрутна проблема 19. намагатися 29. з’являтися, приходити
10. цінності 20. неправильна поведінка 30. вгадати

 

4.3. Are these statements true or false? Correct the false ones.

 

a) Norms help group members to prevent possible problems in their relationships.

b) Positive norms disagree with the goals, mission, and success of the organization.

c) EDS is successful because it accepted all norms at the right time.

d) At most Ritz Carlton hotels, it takes an employee not more than ten minutes to resolve a customer's problem.

e) Sometimes norms can provoke abnormal actions of group members.

f) To stay in the organization, a group member must refuse to accept its pivotal norms.

g) A pivotal norm at Microsoft is meeting regularly with Bill Gates.

h) Relevant norms are less important than pivotal norms.

i) An employee who shows the best productivity in the department may be praised for occasional breaking of relevant norms.

j) Peripheral norms may be neglected by some members of the group without any harm to its success.

k) Levels of norms are the same in all groups and organizations.

 

4.4. Answer the questions.

 

a. What could happen in the group if its members did not know how to act?

b. What aims can the introduction of group norms help to achieve?

c. What aspects of group functioning can norms affect?

d. What kind of norms may a shadow organization have?

e. What kind of questions can Microsoft founder ask when he meets with a product-development team?

f. What is a pivotal norm for a salesperson?

g. Why do some managers from one engineering company never come to a nearby pub on Friday?

h. What kind of behaviour is important for managerial success in many Japanese companies?

i. Why is mode of dress a peripheral norm at Levi-Strauss & Company?

4.5. Write a summary of the text.

 

5. Робота над текстом “Problems in groups”.

 

5.1. Read text “Problems in groups”. Which of these statements expresses the main idea of the text?

 

a) Conformitymeans adherence to the group's norms, values, and goals.

b) Excessive conformity can lead to a decrease in objectivity when dealing with issues.

c) There are two special cases of group conformity.

d) Groupthink symptoms can be prevented through specif­ic techniques.

Problems in groups

Obviously, groups and teams can be powerful forces for satisfying employee needs and accomplishing organizational goals. However, there are difficulties associated with groups and teams that can derail organizational success.

One common problem many teams face is dealing with the related issues of conformity and agreement. In the context of a group, conformitymeans adherence to the group's norms, values, and goals. While member acceptance of pivotal norms is important for both individual and group success, too much conformity - especially to the point of blind adherence even to all peripheral norms - can result in reduced creativity and objectivity in addressing issues and solving problems. For example, in a set of experiments in which subjects were asked to judge whether three lines were equal or different in length, many individuals conformed to the consensus of a group, judging lines that were obviously different in length to be the same just because the rest of the group said they were. This kind of conformity can detract from the generation of new ideas and from appropriate disagreements with inappropriate behaviours the group might be demonstrating.

Experts have recognized two special cases of group conformity – groupthink and the Abilene Paradox.

Irving Janis, who coined the term groupthink,identified eight symptoms of the phenomenon:

1. Illusion of invulnerability - members become convinced that they are invincible, and their overconfidence results in a willingness to take great risks.

2. Illusion of morality - members believe that whatever they do is good, ethical, and morally correct, when, in fact, it may not be.

3. Illusion of unanimity - members falsely believe they are all in agreement.

4. Collective rationalization - members justify any concerns about the value of what they are doing or challenges to their decisions.

5. Mindguarding - some members protect the group by preventing adverse information from being presented.

6. Shared stereotypes - members negatively stereotype outsiders who may present a threat to the group and its decisions.

7. Self-censorship - members consider disagreement with the group inappropriate, so they don't speak out.

8. Direct pressure - members who voice objections to the apparent group consensus are pressured by other members to conform.

Figure 1 illustrates these symptoms in the context of a meeting of a pharmaceutical company's board of directors discussing the introduction of a new weight-loss drug. These groupthink symptoms can be prevented through specific techniques, including assigning the role of critical evaluation to everyone in the group, appointing a specific individual to be a “devil’s advocate” to challenge the group consensus, breaking the group into smaller subgroups to discuss issues, having the leader withhold his or her opinion about the issue, and bringing in outside experts to challenge the group's thinking. Within the broader organization, ways to preclude groupthink include establishing an organizational culture that encourages original thinking and challenge, training leaders, and conducting organizational development activities such as team building and creative problem solving. It is important that leaders establish cohesive groups with norms that encourage rather than discourage critical evaluation of ideas.

A special case of groupthink called the Abilene Paradox – a term derived from originator Jerry Harvey’s family’s unwanted, but agreed upon, automobile trip to Abilene – occurs when members of a group publicly agree on a course of action even though there is a consensus agreement that an alternative course is preferred. Each person incorrectly assumes that everyone else wants the publicly chosen alternative. An example would be when an executive team continues to approve expenditures for a project that each member privately believes ought to be scrapped. The unwillingness of members to bring up their true feelings and beliefs results in a growing commitment to a bad decision. This phenomenon can result from some combination of the desire not to “step on someone’s toes” or to humiliate the original project advocate, negative fantasies and fear of rejection or exclusion from the group, and insecurities in one’s own point of view.

 

 

Figure 1

 

5.2. Find in the text English equivalents of these words and phrases.

 

1. зруйнувати успіх 6. прийняття 11. братися, прийматися (за щось)
2. узгодженість; підпорядкування 7. сліпа прихильність 12. спірне питання, проблема
3. взаєморозуміння 8. мати наслідком, призвести до 13. вирішувати проблему
4. зіштовхуватися з 9. творчість 14. оцінювати
5. прихильність; вірність; суворе дотримання 10. об'єктивність 15. погодитися з
16. узгоджена думка, консенсус 33. поділяти стереотипи 50. розхолоджувати  
17. зменшувати 34. стереотипувати 51. автор, творець  
18. недоречний, невідповідний 35. стороння людина, яка не належить до даної установи 52. небажаний  
19. групова думка 36. становити загрозу 53. узгоджений договір  
20. придумати нове слово 37. самоцензура 54. допускати, припускати  
21. невразливість 38. висловлюватися 55. схвалювати  
22. упевнений, переконаний 39. тиск 56. відмовлятися від  
23. непереможний 40. виражати неприйняття, незгоду 57. небажання  
24. надмірна самовпевненість 41. ліки для зниження ваги 58. виносити на обговорення  
25. готовність 42. призначати (2) 59. призводити до  
26. мораль 43. адвокат диявола 60. прихильність до  
27. єдність 44. робити виклик; заперечувати 61. бути спричиненим  
28. раціоналізація 45. розбивати групу 62. ступати на ноги комусь, ображати когось  
29. виправдовувати; знаходити виправдання 46. утримуватися від висловлення думки 63. принижувати  
30. виклик 46. залучати експертів 64. захисник, прибічник  
31. захист думки 48. заохочувати, підтримувати 65. острах неприйняття або виключення з групи  
32. шкідлива інформація 49. згуртована група 66. невпевненість  
         

 

5.3. Are these statements true or false? Correct the false ones.

a) When subjects were asked to say whether three lines were equal or different in length, many persons agreed that lines were the same just because the rest of the group said they were.

b) Illusion of invulnerability implies that members are certain of their vulnerability and are ready to take risks.

c) Collective rationalization means that members express concerns about the value of what they are doing.

d) Mindguarding involves prevention of unfavourable information from being presented to the group.

e) Direct pressure takes place when members who try to oppose the evident group consensus are persuaded by other members to conform.

f) To avoid groupthink symptoms, it is advisable to delegate the role of critical evaluation to everyone in the group.

g) Breaking the group into smaller subgroups to discuss issues cannot preclude groupthink.

h) By encouraging original thinking and challenge, an organization promotes groupthink.

i) The Abilene Paradox takes place when group members openly agree on a strategy even though there is an agreement that an alternative course is favoured.

j) The unwillingness of group members to bring up their true feelings and beliefs results in a growing worry about a bad decision.

 

5.4. Answer the questions.

 

a) What common problem do many teams face?

b) What can decrease the generation of new ideas in the group?

c) What does illusion of morality imply?

d) Does illusion of unanimity mean that group members doubt they are all like-minded?

e) Why may group members negatively stereotype outsiders?

f) What does self-censorship involve?

g) What does figure 5 demonstrate?

h) What is the purpose of appointing a specific individual in a group to be a “devil’s advocate”?

i) What other techniques can challenge the group's thinking?

j) What kind of cohesive groups must leaders establish?

k) Who coined the term the Abilene Paradox?

l) What is the Abilene Paradox exemplified with in the text?

m) What are the possible reasons of members’ unwillingness to bring up their true feelings and beliefs?

5.5. Write a summary of the text.


 

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