Abstract History and the daily newspaper provide examples of policy decisions made by groups that resulted in fiascoes. The making of such decisions is frequently attributed to the groupthink phenomenon. A different perspective on the occurrence of policy fiascoes, prospect polarization, is offered. This approach employs, in addition to the pressures for uniformity of groupthink, the notions of framing effects, risk seeking in the domain of losses, and group polarization. The applicability of these theoretical mechanisms to several notorious decision fiascoes, past and present, is discussed. Show
Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Alex Haslam has thoroughly revised and updated his ground-breaking original text with this new edition. While still retaining the highly readable and engaging style of the best-selling First Edition, the author presents extensive reviews and critiques of major topics in organizational psychology - including leadership, motivation, communication, decision making,
negotiation, power, productivity and collective action - in this thoroughly revised edition. Nội dung chính New to the Second Edition: An entirely new chapter on organizational stress which deals with highly topical issues of stress appraisal, social support, coping and burnout.; New, wider textbook format and design making the entire book much more accessible for students.; A wide range of pedagogical features are included - suggestions for further reading at the end of each chapter and comprehensive glossaries of social identity, social psychological and organizational terms Chapter 6: Group Decision MakingGroup Decision MakingGroup decision making The 17th of April 1961, was a dark day in American history. Early in the morning the US Navy, US Air Force and CIA helped a brigade of around 1500 Cuban exiles invade the swampy coast of Cuba at the Bay of Pigs. On day one, four crucial supply ships failed to arrive on time, then two were sunk by Cuban planes and the other two fled. On day two the invasion force came up against about 20,000 members of the well-trained Cuban army. By day three, most of the 1200 invaders still alive were captured and imprisoned. As described by Janis (1982, pp. 14–47) and other commentators, the invasion was ‘a perfect failure’. Moreover, its repercussions were enormously damaging ... locked icon Sign in to access this contentSign in Get a 30 day FREE TRIAL
sign up today! Abstract History and the daily newspaper provide examples of policy decisions made by groups that resulted in fiascoes. The making of such decisions is frequently attributed to the groupthink phenomenon. A different perspective on the occurrence of policy fiascoes, prospect polarization, is offered. This approach employs, in addition to the pressures for uniformity of groupthink, the notions of framing effects, risk seeking in the domain of losses, and group polarization. The applicability of these theoretical mechanisms to several notorious decision fiascoes, past and present, is discussed. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR
Collection. Which of the following best defines groupthink?Groupthink is a phenomenon that occurs when a group of individuals reaches a consensus without critical reasoning or evaluation of the consequences or alternatives. Which of the following is true regarding groupthink quizlet?Which of the following is true regarding groupthink? d. Groupthink results in a tendency for team members to conform to group pressure in making decisions. Which comment is most likely to be made in a group characterized by groupthink?Terms in this set (30) Which of the following comments is most likely to be made in a group characterized by groupthink? "We all seem to be in basic agreement, so there's no sense in continuing our discussion of this issue." Which of the following is a comment you are least likely to hear being made within a group characterized by groupthink quizlet?disagreeable facts. Which of the following is a comment you are LEAST likely to hear being made within a group characterized by groupthink? "Let's weigh all the alternatives carefully before we proceed." Which of the following is true regarding groupthink quizlet?Which of the following is true regarding groupthink? d. Groupthink results in a tendency for team members to conform to group pressure in making decisions.
Which of the following best defines groupthink?Groupthink is a phenomenon that occurs when a group of individuals reaches a consensus without critical reasoning or evaluation of the consequences or alternatives.
Which of the following comment is most likely to be made in a group characterized by groupthink?Terms in this set (30)
Which of the following comments is most likely to be made in a group characterized by groupthink? "We all seem to be in basic agreement, so there's no sense in continuing our discussion of this issue."
How can seeking outside opinions prevent groupthink?Describe how seeking outside opinions can prevent groupthink. Outsiders can serve as a quality control by offering diverse views and views that may differ from the leader's opinion. The outsider can also remove the illusion of invincibility by having the group's action held up to outside scrutiny.
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Which of the following is not a prescriptive strategy to prevent groupthink from developing?
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