1
Q
What are shared mental models?
A
common beliefs about…
- what the group is achieving
- how it achieves these goals
- what it means to be a member
2
Q
Effective mental models
A
- allow effective communication and allow members to anticipate their teammates’ behaviours
3
Q
Tiki Taka examples
A
- spanish soccer teams during 1900s and 2000s
- members understand emphasis on possession which results in frequent short passes within small clusters of players
- philosophy that allows teammates to anticipate one another
4
Q
What do strong mental models reduce the need for?
A
- constant communication
5
Q
Advantages to communication
A
- exchange info
- reduce conflict
- test new ideas
6
Q
Disadvantages to communication
A
- create misunderstanding
- augment problems
- produce conformity
7
Q
Problems with communication
A
- Group think
- Decision making flaws
8
Q
When do communication issues tend to happen?
A
- when groups must make decisions
9
Q
Group think
A
- mode of thinking in which members of small cohesive groups accept a viewpoint that represents a perceived group consensus, whether or not the group members believe it to be valid
10
Q
Group think- what do members experience?
A
- normative pressures to conform
11
Q
Antecedents to group think
A
- cohesion
- insulation
- autocratic and impartial leadership
- homogenous membership
- nature of group task
12
Q
Antecedents of group think- cohesion
A
- heightens pressure to conform avoidance of dissenting views
13
Q
Antecedents of group think- insulation
A
- members have weak ties and little knowledge of external groups
14
Q
Antecedents of group think- autocratic and impartial leadership
A
- leaders advocate for their favoured idea and don’t question bias
15
Q
Antecedents of group think- homogenous membership
A
- similar backgrounds/values produces limited diversity/creativity
16
Q
Antecedents of group think- nature of group task
A
- time limited decision making contributes to likelihood of falling back on norms
17
Q
Symptoms of group think
A
- illusion of invulnerability
- efforts to rationalize
- belief in group’s good
- stereotyping opposition
- direct pressure to conform
- self-censorship
- illusions of unanimity
- self-appointed “mindguards”
18
Q
Symptoms of group think- illusion of invulnerability
A
- a highly optimistic picture is presented to the group
19
Q
Symptoms of group think- efforts to rationalize
A
- alternate opinions and warnings are ignored
20
Q
Symptoms of group think- beliefs in group’s good
A
- the group is assumed to possess an inherent superiority over the opposition
21
Q
Symptoms of group think- stereotyping opposition
A
- the opposition is viewed in stereotypical terms
22
Q
Symptoms of group think- direct pressure to conform
A
- pressure is brought to bear against members who present alternative views
23
Q
Symptoms of group think- self-censorship
A
- members censor themselves to produce a unanimous group position
24
Q
Symptoms of group think- illusions of unanimity
A
- members believe that the group position is universally shared
25
Symptoms of group think- self appointed "mindguards"
- members protect the group from adverse info
26
What did we discuss in relation to decision making flaws?
- the planning fallacy
- general concepts
- group polarization
27
Decision making flaws- The planning fallacy
- optimistic plans regardless of contradictory experience/knowledge
ie. the tendency to underestimate how long a task will take, even when you've had similar experiences
28
Decision making flaws- Buehler et al 2005
- had people in groups estimate time to completion for a task vs individuals alone
29
Decision making flaws- Buehler et al 2005 results
- all demonstrated planning fallacy but those with groups selected significantly less time
- group members discussed positive scenarios more often
30
General concepts of decision making flaws
- leveling
- ordering
- sharpening
- assimilating
31
Leveling
- communication is reduced and simplified
32
Ordering
- beginning and end of conversations better retained than the middle
33
Sharpening
- message is reinterpreted by emphasizing some parts and deemphasizing others
34
Assimilating
- meaning of a message is shifted to match previous messages
35
Group polarization
- groups often adopt more risky or cautious decisions than those initially help by individual members
ie. groups tend to make more extreme decisions than the individual preferences of their members
36
Group polarization - Kogan and Wallach
- Choice dilemma inventory
37
Group polarization - choice dilemma inventory (Kogan and Wallach)
- 12 real life dilemmas where people are confronted with alternatives to select risky or cautious decision
- individuals make decisions before and after group discussion to see how decisions shift to be more extreme
38
Practical implication 1: what does effective communication on sports teams require?
1. A positive approach to membership
2. Proactive and strategic mechanisms to exchange info
39
Practical implication- a positive approach to group membership (Eys et al 2017)
1. putting team first
2. supporting teammates
3. listening in active manner
4. absorbing feedback constructively
5. accepting individual characteristics of other group members
6. avoiding clique development
7. acknowledging that conflict is a natural but manageable process in groups
40
Practical implications- proactive and strategic mechanisms to exchange info (Eys et al 2017)
1. using multiple sensory modes
2. ensuring info is reiterated
3. creating useful and enduring representations of info that is transmitted (posters)
4. providing rationale for strategies and decisions
41
Practical implications- PREP program (Gould 1995)
ex. Figure skating pairs
1. schedule time to discuss issues
2. avoid distractions and interruptions
3. alternate speaking and listening
4. use I statements only
5. validate and translate
6. no name calling or abusive behaviour
KNPE363
flashcards
Decks in class (12)
# Cards
