Strategies for Creating Effective Teams: Groupthink Phenomenon

Groupthink phenomenon mentality does not allow individuals to raise issues that are controversial. This leads to loss of individual creativity as well as the uniqueness of individual thinking by members of the group. Thus, there is need to avoid such a phenomenon by applying the following strategies CITATION Ran13 \l 1033 (Fujishin, 2013).

If this sample essay on"Strategies for Creating Effective Teams: Groupthink Phenomenon" doesn’t help,
our writers will!

Trust an expert

Group members need to anticipate group think in their risk plan. Processes for observing and mitigating developing groupthink must be spelled in the group risk plan. The group size should be limited to about 10 members and making sure that group boundaries are well defined. Group boundaries that are porous may lead to dysfunction within the team.

The group should accept external views, and put in place procedures to protect and incorporate such opinions. Issues in groups should be discussed in a controlled way to concentrate on screening the issues. Groups should avoid rushing to judgment. Members should endeavor to develop an alternative solution and be ready to defend it. Lastly, groups should welcome the role of a devils advocate to bring in the aspect of critical thinking in the group.

What would you describe as some of the dos and do nots of team leadership?

As a team leader, there are a number of things that one should embrace and those that he/she needs to avoid so as to be an effective group leader. Foremost, a person entrusted with such a position should respect the team members. The person must be willing to listen to the views presented by each member. It is the duty of a leader to have an agenda for team meetings and to manage the team timetable. A team leader should make it his duty to study and understand the budget allocated for the group. The leader must be able to assign resources and track them against the timeline, track team progress and share it with members and understand how to use his authority to direct and redirect and redirect work.

A team leader must not violate workplace rules. He/she should not be the one talking all the time during meetings, but allow others to talk also. The leader must not exceed budgets and allocated timeline without the approval of the management. A team leader should not reallocate resources without the knowledge of the management.

Describe the culture in an organization you have worked in. How could the culture have been improved, if need be.

The organizational culture of my former company was effective. The leaders defined a clear mission and followed the same daily. The leaders ensured that the firms missions are taken seriously by employees. There was a developed plan that was understood at all levels in the organization. Our leaders set clear goals and constantly reinforced them. Generally, the culture was such that all people were part of the team. There was a lot of flexibility to change through frequent training. As at the moment, there is no much that needs to be changed but I suggest that improvement be made so that workers are given the opportunity to be innovative.

What is the difference between diversity compliance and diversity institutionalization?

Diversity compliance focuses on managing numbers while diversity institutionalization focuses on results. Thus, saying that one organization has a pro-diversity culture and another is diversified are two different things. The gap that exists between actual practices and public diversity pronouncements differentiates the two. Some businesses publish compliance programs that are basically window dressing. These are symbolic signs that are meant to make the company appear to be satisfying regulations as well as social responsibility expectations without altering their practices practically CITATION Rob16 \l 1033 (Lussier & Achua, 2016)

References

BIBLIOGRAPHY Fujishin, R. (2013). Creating Effective Groups: The Art of Small Group Communication. Rowman & Littlefield Publishers, Incorporated, 2013.

Lussier, R. N., & Achua, C. F. (2016). Leadership: Theory, Application, & Skill Development. Cengage Learning, 2015.