La cross-évaluation : une approche d’évaluation et de développement des processus de travail inter-équipes

Organizational agility has become an increasing focus for companies and has led to the emergence of new developmental methods. This article presents the cross-evaluation as an approach to evaluating and developing inter-team interface efficacity. Though 360 degrees feedback collective processes are being evaluated, and during reflexive workshops they decide what improvements to make in their team functioning. Based on a literature review and more specifically on the theories of social identity and groupthink this article describes the scientific bases of the cross-evaluation method and the biases that can be involved and how to reduce them. It suggests new avenues of research and practical suggestions for practitioners about an inter-team development method.     

The origins and function of the reference point in risky group decision making the case of the Cuban missile crisis

This case study explores reference level effects on group decision making during the Cuban missile crisis of 1962. The group is composed of American President John F. Kennedy and his advisers. The results are consistent with much experimental evidence showing that reference levels play an important role in determining preferences. The results also extend the notion of reference-dependent risky choice to the group level, where the group consists of seasoned experts who each have a different role to play within the group and who are dealing with an issue of great importance.     

“Bipolar groupthink”: Assessing groupthink tendencies in authentic work groups

Research on regressive group processes such as Janis’ (1982) “groupthink” phenomenon has rarely focused on work groups in authentic settings. In this study, teams from six different organisations (n=308) were studied by using a groupthink questionnaire constructed in accordance with the symptoms of groupthink described by Janis. It was hypothesised that groupthink could be described as a bipolar construct identifying either an omnipotent or a depressive variant of a group’s delusions about its own and other groups’ features. The questionnaire showed reasonably good reliability as a whole and a factor analysis identified three factors in line with the proposed theoretical model in which the two different types of groupthink can be distinguished. We propose that any group might have a tendency or predisposition to react in either of the two directions during provocative circumstances. The six different organisations exhibited different types of groupthink to a varying degree. A religious sect was the one most characterised by omnipotent groupthink, while a technological company and a psychiatric team seemed to be the ones with most features of depressive groupthink.     

Groupthink and the space shuttle challenger accident: Toward a quantitative case analysis

Research on historical cases of policy decisions thought to involve groupthink nearly always has been qualitative, rather than quantitative. We propose that observable antecedents and consequences can be used to code incidents in a group's decision process, thereby providing the basis for more rigorous, quantitative analyses. As a first step toward such a quantitative case analysis, we coded statements from the investigative report on the space shuttle Challenger accident as positive or negative instances of the observable antecedents and consequences of groupthink. Positive instances of groupthink were twice as frequent as negative instances. More importantly, during the 24 hours prior to launch the ratio of positive to negative instances increased, then remained high. These results are consistent with the notion that the decision to launch the Challenger involved groupthink and provide a first step toward more rigorous quantitative analysis of historical or current decision processes.     

Collective efficacy and vigilant problem solving in group decision making: A non-linear model

This research explores the relationship between collective efficacy and aspects of analytic or vigilant problem solving (Janis, 1989) in the context of group decision making. We hypothesized that vigilant problem solving would be most evident under conditions of relatively moderate collective efficacy, as opposed to either very high or very low collective efficacy. We investigated this hypothesis with groups of business students who participated in a complex business strategy simulation. Results show a significant curvilinear relationship between collective efficacy and vigilant problem solving, and a significant linear relationship between vigilant problem solving and decision outcomes. There is also evidence that vigilant problem solving mediates the relationship between collective efficacy and decision outcomes. Implications for theory, managerial practice, and directions for future research are discussed.