University of Greenwich ID Number: 001343086

Module Code: INDU1107

Module Assessment Title: Report

Lecturer Name: Hoang Phuong Anh

Submission Date: 13/8/2024

Introduction
While working in a team is a collaborative activity and a crucial employability skill,
complicated group dynamics pose significant problems to society and organizations. Team
working is a collaborative process that combines diverse skills and perspectives to achieve
common goals. It is an essential employability skill, highly valued in today’s dynamic work
environments. Effective teamwork fosters innovation, enhances problem-solving, and
improves productivity. However, complex group processes can present significant challenges
for organizations and society. These challenges include managing diverse viewpoints,
ensuring effective communication, and resolving conflicts. Addressing these issues requires
strong leadership, clear communication, and a commitment to fostering a positive
organizational culture. By overcoming these challenges, teams can unlock their full potential
and drive success. This report aims to explore and analyze two topics ‘Groupthink’ and faulty
decision making, and Types of power. Researchers have highlighted the need for more
extensive research in teamwork, particularly concerning the impact of different forms of
power on criterion variables relevant to subordinate outcomes. Additionally, there is a lack of
comprehensive application of self-determination theory in investigations of the connection
between motivation and forms of power use. (Peyton et al., 2019)

Types of Power

According to social psychologists John French and Bertram Raven, there are five primary
types of power (Peyton et al., 2019). First is Legitimate power, this kind of formal power is
bestowed to individuals based on their position within your business (Perry, 2022). It confers
authority inside the organization, contingent on the position. It also continues for however
long you stay in that position. The subordinates are aware of this kind of authority. It
functions well in hierarchical institutions like the military because of this. People gain
legitimate power by proving they possess the abilities needed for the position. This kind of
authority may be taken away since it is given. Legitimate authority is not the only
requirement for effective leadership. Rather, they combine it with other things (Perry, 2022).
The second is Reward power, Reward power is the ability to provide advantages or rewards
in return for completing a job or reaching a goal (Perry, 2022). Promotions, perks, increases,
or public recognition are typical forms of rewards. Nevertheless, some leaders overestimate
the effectiveness of this kind of authority. It must to be significant and concrete enough to
inspire your staff. Although having this kind of authority may aid in achieving goals, it does
not guarantee your staff's devotion or support (Perry, 2022). The third is Expert power,
Possessing both a great deal of technical knowledge and a great deal of experience in your
field of competence confers expert power (Perry, 2022). Experts in their profession are
naturally sought after by others in their organization for their knowledge (Perry, 2022).
People admire and trust those with expertise, which lends them credibility. The capacity to
influence colleagues at all organizational levels is known as expert power. People may now
direct the advancement of their particular coworkers as well as the firm as a whole. A real
expert, however, is aware that in order to be credible, they must always be expanding their
knowledge and abilities.The fourth is Referent power, according to Nicole Lipkin, author of
“What Keeps Leaders Up At Night,” this is the type of power that gives a leader the greatest
influence (Perry, 2022). Referent power is acquired by leaders who exhibit traits that
encourage respect and trust among their subordinates. Integrity and honesty are a couple of
these. A person possessing referent power is confident and has great people skills. They are
logical leaders as a result. They give assistance and support while listening to their
coworkers. This kind of power is not external; rather, it is within. It is an innate ability that no
one else can bestow upon another individual. They will be able to influence their colleagues
more as their referent power increases (Perry, 2022). The last is Coercive power, Coercive
power is one of the most commonly used in many workplaces, yet it is also the least effective
(Perry, 2022). Leaders should never employ force, according to Lipkin. Threatening others to
make them do what you want is part of it. Even if they disagree with what has to be done,
they nonetheless comply because they fear negative consequences like losing their
employment. Legitimate Power, This type of power is the most obvious. It’s granted by an
individual’s rank, status, or title within an organization or society. Having legitimate power
often enables reward and coercive power (Libretexts, 2020). Additionally, Reward power
involves granting benefits to others, such as hiring, promoting, or giving raises (Libretexts,
2020). Unlike legitimate power, where compliance is demanded due to status, reward power
motivates compliance through promised benefits (Gina, 2020). In contrast to reward power,
coercive power relies on creating negative outcomes. It’s the ability to punish or intimidate.
Referent power stems from admiration or respect for the power-holder. People with referent
power are role models; others want to emulate them (Gina, 2020). A realistic example, the
CEO of Microsoft holds legitimate power due to their formal position. They can make
strategic decisions, set company direction, and influence organizational culture. Middle
managers have legitimate power over their teams, assigning tasks and evaluating
performance. The Ceo of Microsoftuse Legitimate Power (Nguyen, 2023) . Another example
related to Expert Power, a senior software engineer who has extensive experience with Azure
services holds expert power. Their insights can shape technical decisions. The head of
Microsoft Research possesses expert power, guiding cutting-edge research initiatives
(Nguyen, 2023). Example of Reward Power, HR managers control promotions, bonuses, and
recognition. They wield reward power to motivate employees. A product manager who
recommends team members for awards or promotions exercises reward power (Nguyen,
2023).

In summary, a grasp of the five bases of power can help to clarify things at work. The five
bases of power are referent, expert, coercive, reward, and legitimate. Influence, leadership,
and power are all interdependent; one cannot exist without the other. Understanding the many
forms of power one displays and how it is perceived by subordinates at work is crucial for
effective leadership. In 1994, Rahim, Kim, and Kim said that managers "drive their expert
and referent power bases from their own training, experience, and personal qualities, but they
derive their coercive, reward, and legitimate power bases from the position they hold" (p.
137).

‘Groupthink’ and faulty decision making

Groupthink is a phenomenon that occurs when a group of individuals reaches a consensus

without critical reasoning or evaluation of the consequences or alternatives (Kenton, 2022).
Groupthink is rooted in a shared desire to maintain harmony within the group. This need
usually stifles individuality and innovation within the group to prevent disagreement. In an
effort to reach a consensus, groupthink can lead workers and managers to ignore possible
issues at work. Because they fear upsetting the status quo or being devalued, employees may
self-censor and refrain from offering alternatives. "Groupthink" was first used in 1972 by
social scientist Irving Janis of Yale University. According to Janis' theory, a group of
knowledgeable individuals may occasionally decide to disobey their better judgment for a
variety of reasons. Groupthink theory and its implications for group decision making
methods.Groupthink is the name given to a theory or model that was extensively developed
by Irving Janis (1972) to describe faulty decision making that can occur in groups as a result
of forces that bring a group together (Kenton, 2022). A number of problems are attributed to
groupthink, making it good topic for our series on decision making errors. The notion of
groupthink and its impact on collective decision-making techniques. Irving Janis (1972)
coined the term "groupthink" to describe a type of poor decision-making that may happen in
groups due to traits that make the group cohesive. Since groupthink may be held responsible
for a wide range of issues, it is an excellent topic for a series on poor decision-making
(Kenton, 2022).

Janis listed eight characteristics, indications, or symptoms of groupthink, all of which result
in incorrect judgments. In conclusion, the group could believe it is unstoppable and that
nothing they intend to do can go wrong (Kenton, 2022). One of Janis's eight characteristics of
groupthink is the illusion of consensus, which causes decision-makers to mistrust their own
skepticism. uncritical convictions that cause group members to behave without considering
the repercussions of their choices. Justification of possible red flags that need group members
to reevaluate their opinions. When opposing attitudes are stereotyped, members of the group
reject ideas that contradict or call into question the group's beliefs. "Mindguards" are those
who keep controversial or unpopular ideas from proliferating among other group members.
They can either say nothing at all or stop other participants from speaking, instead of
providing crucial information (Kenton, 2022). Those in the group who believe they are safe
from harm take unnecessary risks because they believe they will be successful. Group
members who often bring up uncomfortable subjects or offer comments that might be seen as
betraying the group could be silenced by using direct pressure (Rose, 2023). When these
actions are combined, group members might become overly self-assured in their success and
fail to consider any potential drawbacks (Rose, 2023). Members disregard any moral issues
raised by the group's choices because they think their cause is good and moral. People who
do not share the collective body's ideas are typically ignored.

Considering the team decision-making process, a closer examination of the possible

compliance issue is required. Early definition efforts must include the intellect in order to
create judgments that are useful (Kenton, 2022). The team has to consider the problem and
decision situation in greater detail, accurately characterize it, and create a strong list of
workable choices that could necessitate gathering more data. At this point in the procedure, or
even prior to the consideration of alternative solutions, there may be an issue with
conformity. People may choose to comply when they are pressed for time in an effort to
reduce the emotional stress that follows (Rose, 2023) Refers to decisions that are flawed,
leading to negative consequences. Can result from various factors, such as cognitive biases,
incomplete information, or poor judgment. Unlike groupthink, faulty decision-making is not
limited to cohesive groups and can occur at an individual level.

Example
Investigations revealed that a series of ill-considered decisions led to the space shuttle
Challenger's explosion on January 28, 1986, 73 seconds after liftoff, killing seven astronauts.
The day before launch, engineers from Morton Thiokol, the company that made the solid
rocket boosters, notified NASA flight management that the O-ring seals on the booster
rockets would burst in the freezing temperatures expected that morning. O-rings were not
intended to withstand temperatures lower than 53 degrees Fahrenheit. NASA employees
disregarded the scientific presentations made by highly skilled engineers due to a
phenomenon known as groupthink. Morton Thiokol's objections went unanswered when
lower-level NASA management gave the go-ahead for launch to flight readiness assessors.
Although the shuttle launched on time, the outcome was catastrophic (Team, 2024). Another
example about faulty Decision-Making, consider an individual investor who decides to invest
all their savings in a single volatile stock based on a tip from a friend. Despite lacking
thorough research and diversification, they make this impulsive decision. Unfortunately, the
stock crashes, leading to significant financial losses. (Team, 2024)
In conclusion, Groupthink occurs when cohesive groups make hasty decisions without
critically evaluating alternatives. Prevention strategies include diverse viewpoints, devil’s
advocates, and minimizing leader influence. Faulty decision-making results in flawed choices
due to cognitive biases, incomplete information, or poor judgment. It can occur at both
individual and group levels.

Reflection

Introduction

The lecture required all students to prepare a Group with 6 to do a presentation , I joined a
group with 5 other members. My group faces some problems because everyone has to show
their own opinion and choice. After that, we discussed together to find the opinion that was
best for the group. We are looking for the topic that can be re-enacted. That would be realistic
and simple. See how the audience reacts, need to get people to listen and pay attention.
In the last after a time discussion, we agreed on a play based on real-life experiences that fit
all.“Types of Power” is the topic that my team chose.

SWOT analysis

SWOT analysis is a strategic planning framework used to evaluate a business’s competitive

positioning in the marketplace. It assesses four key characteristics. Strengths, Internal
positives that provide a competitive advantage. Weaknesses, adverse internal attributes that
detract from strengths. Opportunities, external factors promising potential success. Threats,
external factors beyond control that could negatively impact success

During our group project, our team demonstrated excellent communication skills. We
actively listened to each other, shared ideas, and collaborated effectively. Our diverse
backgrounds allowed us to approach problems from different angles, leading to creative
solutions. The Weaknesses is time management was a challenge. We occasionally missed
deadlines due to conflicting schedules or procrastination. Some team members hesitated to
express their opinions, which affected decision-making. Opportunities, We had the chance to
learn from each other. For instance, a colleague with technical expertise helped us
troubleshoot coding issues. External workshops and seminars provided additional learning
opportunities. Threats, external factors, such as unexpected changes in project requirements,
posed risks. We adapted by staying flexible and adjusting our approach. Group dynamics
occasionally led to conflicts, affecting morale.
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