加州大学伯克利分校商学院组织行为学课件-决策.pptVIP

* * * * * * * * * * * * Beware of groupthink! (Janis, 1972) Definition: when members fail to disagree, to bring up doubts and fears, or to bring up information that contradicts the team’s decision. Suddenly, they are going in a direction that makes no one happy simply because no one wants to cause conflict. Components: Illusion of invulnerability Rationalizations collectively devised to discount negative feedback Unquestioning belief by members in team’s inherent morality and stereotyped negative views of external detractors Direct pressure on any individual who expresses doubts about the team’s shared illusions or questions validity of the majority view Reluctance to deviate from what appears to be team consensus despite misgivings, and tendency to minimize personal doubts Escalation of commitment President John F. Kennedy after the Bay of Pigs invasion: “How could we have been so stupid?” * * A contemporary example On February 7, 1999, the audit committee of Enron Corporation’s board of directors gathered in London to hear rather startling news. The company’s auditors described Enron’s accounting practices as “high risks.” David B. Duncan, who headed up the Arthur Anderson L.L.P. team at the company, informed the committee that Enron’s accounting was “pushing the limits” and was “’at the edge’ of acceptable practice”. However, none of the directors “objected to the procedures described by the auditors, requested a second opinion, or demanded a more prudent approach.” --John A. Byrne (Feb 2002) Business Week * The “risky shift” When people are in groups, they are likely to make riskier (more extreme) decisions, as the shared risk makes the individual risk less Myers and Bishop (1970) put highly prejudiced students together to discuss racial issues. They became even more prejudiced. The reverse happened with unprejudiced students, who became even more unprejudiced. Entire football teams sometime get into aggressive or defensive moods as they eith