Sharpening the Team Mind: Communication and Collective Intelligence A.    What are some of the possible biases and points of error that may arise in team communication systems? In addition to those cited in the opening of Chapter 6, what are some other examples of how team communication problems can lead to disaster? B.      Revisit communication failure examples in Exhibit 6-1. Identify the possible causes of communication or decision-making failure in each example, and, drawing on the information presented in the chapter, discuss  measures that might have prevented problems from arising within each team’s communication system. Team Decision-Making: Pitfalls and Solutions A.    What are the key symptoms of groupthink? What problems and shortcomings can arise in the decision-making process as a result of groupthink? B.    Do you think that individuals or groups are better decision-makers? Justify your choice. In what situations would individuals be more effective decision-makers than groups, and in what situations would groups be better than individuals? instructions Purchase the answer to view it

A. In team communication systems, there are several biases and points of error that can lead to misunderstandings and mistakes. One example is confirmation bias, where team members may focus on information that confirms their existing beliefs and ignore or dismiss contradictory information. This can prevent the team from considering alternative perspectives and reaching a balanced decision. Another bias is overconfidence, where team members may be overly confident in their own abilities and underestimate the risks or uncertainties involved in a decision. This can lead to poor judgment and suboptimal solutions.

In addition to these biases, there are other examples of how team communication problems can lead to disaster. One such example is the Challenger space shuttle disaster in 1986. Communication failures between NASA engineers and managers contributed to a faulty decision to launch the shuttle despite concerns about the O-rings’ ability to withstand the cold weather conditions. This lack of communication and failure to address crucial information ultimately led to the tragic accident.

B. Exhibit 6-1 provides several examples of communication failure, each with its own possible causes and preventive measures. For example, the communication failure in the Columbia space shuttle disaster was caused by a failure to communicate and address concerns about foam debris striking the shuttle during launch. To prevent such a failure, measures like enhanced communication channels and procedures for reporting and addressing concerns could have been implemented.

Another example is the communication failure in the Deepwater Horizon oil spill. In this case, miscommunication and a lack of coordination between BP and Transocean contributed to the failure to prevent and control the spill. Preventive measures could have included improved communication protocols, regular joint planning, and training exercises to enhance coordination and response capabilities.

Overall, preventive measures in team communication systems can include fostering a culture of open communication, encouraging diverse perspectives, establishing clear communication channels, implementing regular check-ins and feedback mechanisms, and providing training on effective communication and decision-making techniques.

A. Groupthink is a phenomenon where group members prioritize maintaining group harmony and consensus over critically evaluating alternative viewpoints or considering dissenting opinions. The key symptoms of groupthink include the illusion of invulnerability, where the group believes it is inherently correct and immune to mistakes or failure; collective rationalization, where members dismiss or rationalize away contradictory information; and self-censorship, where individuals suppress their doubts or dissenting views to maintain group harmony.

Groupthink can lead to various problems and shortcomings in the decision-making process. One problem is the suppression of dissenting opinions, which can result in a lack of critical evaluation and consideration of alternative perspectives. This can lead to poor decision-making and the failure to identify and address potential risks or flaws in the chosen course of action. Groupthink can also lead to conformity pressure, where individuals conform to the dominant group opinion even if they privately hold doubts or disagree. This can stifle creativity, innovation, and independent thinking, limiting the range of solutions considered by the group.

B. The effectiveness of individuals or groups as decision-makers depends on the specific context and task at hand. In some situations, individuals may be better decision-makers due to their expertise, knowledge, and ability to act quickly and independently. For example, in personal financial decision-making, individuals may be better suited to consider their specific needs, goals, and risk preferences without the influence of group dynamics.

On the other hand, groups can be better decision-makers in certain situations. Groups can harness the collective knowledge, skills, and perspectives of multiple individuals, leading to a more comprehensive and innovative solution. In complex and uncertain tasks, groups can engage in deliberation, argumentation, and information sharing, leading to more informed and well-rounded decisions.

Overall, the effectiveness of individuals or groups as decision-makers depends on various factors, including the task complexity, available information, time constraints, and the diversity and quality of group members’ expertise. Evaluation of the decision-making context is needed to determine whether an individual or group approach is more appropriate and likely to lead to a successful outcome.

In conclusion, team communication systems can be prone to biases and errors that can lead to problems and disasters. Preventive measures include addressing biases, fostering a culture of open communication, and implementing clear communication channels. Groupthink can lead to problems in the decision-making process, while the effectiveness of individuals or groups as decision-makers depends on the specific context.