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What Can Go Wrong at Everest, Often Goes Wrong at Workplace ?

The document discusses common issues that can negatively impact teamwork and decision-making: 1) The "common information effect" where decisions are influenced more by what few people know rather than all the facts, as teams may fail to consider all options if information is not shared by all. 2) Dysfunctional leadership, absence of true teamwork, conflicting goals, and "value claiming" behaviors where people focus on their own positions rather than understanding others can damage decision processes and create conflicts. 3) A lack of psychological safety where people do not feel comfortable openly sharing information or dissenting opinions without fear of judgment or repercussions.

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Rohan Jain
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69 views6 pages

What Can Go Wrong at Everest, Often Goes Wrong at Workplace ?

The document discusses common issues that can negatively impact teamwork and decision-making: 1) The "common information effect" where decisions are influenced more by what few people know rather than all the facts, as teams may fail to consider all options if information is not shared by all. 2) Dysfunctional leadership, absence of true teamwork, conflicting goals, and "value claiming" behaviors where people focus on their own positions rather than understanding others can damage decision processes and create conflicts. 3) A lack of psychological safety where people do not feel comfortable openly sharing information or dissenting opinions without fear of judgment or repercussions.

Uploaded by

Rohan Jain
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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What can go wrong at Everest, often goes wrong at

workplace ?

DYSFUNCTIONAL
ABSENCE
DECISION-MAKING
OF TRUE TEAMWORK
PROCESSES

COMMON LACK OF
INFORMATION PSYCHOLOGICAL
EFFECT SAFETY

CONFLICT FLAWED
AND DISSENT LEADERSHIP
Common Information Effect
Information dependence problem
• Information dependence problem is a term describing the fact that
team members are dependent on one another for information.
• Possible distributions of information. (3 Distributions)
• The common information effect refers to the main determinant of
how much a given fact influences a group decision is not the fact
itself, but rather how many people happen to be aware of this fact
prior to a group discussion.
• Teams often fail to make a decision that would be supported if all
team members had full information about possible choices.
Distributions of Information: Three
Possible Distributions of Information
Ineffective strategies: Strategies that do not work for reducing
the common information effect:

• Increasing the amount of time spent in discussion


• Separating reviews and decisions
• Increasing the size of the team
• Increasing information load
• Accountability
• Pre-discussion polling
Effective Interventions: The common information effect
can be substantially reduced when leaders and teams actively
use the following strategies:

• Leaders are more likely to ask • Suspend initial judgment


questions and repeat unshared
information • Build trust and familiarity among
team members
• Redirect and maintain discussion
focus on unshared (unique) • Team reflexivity
information
• Communicate confidence
• Approach the task as a problem
• Minimize status differences
to be solved, not a judgment

• Rank rather than choose • Defensive vs. offensive orientation

• Use virtual teaming


• Consider decision alternatives
one at a time
Why Do Teams Fail?

REASON 1 REASON 2 REASON 3


Failure to share, discuss, and Conflicting goals and Mismatched
integrate “private” interests “ways of seeing”
information

• Value claiming vs. value creating behavior


• Value claiming often crowds out value creation
• Are you simply fighting over how to divide the pie, or are you discussing how you might grow the pie
together?
• Are you focused strictly on your positions, or are you trying to understand each other’s interests?

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