Lect 6 Humans In Org Stogsdill 1 
Team Leadership and
Human Resource
Management
A Perspective in Risk
Why is Risk and
Leadership so Critical?
Structure of this class Admin
•
Key concepts
•
Discussions
Matthew Stogsdill matthew.stogsdill@indek.kth.se •
PhD student at INDEK
•
•
Studying Risk in the Aviation
Industry
Anonymous review can be emailed to Matti Kaulio with the subject line "Anonymous review of Matthew Stogsdill" matti.kaulio@indek.kth.se •
•
Groups of 2-3
•
~3-5 minutes in time
Case studies
•
Challenger
•
Bay of Pigs
The Art of Critical Decision
Making
The Art of Critical
Decision Making
Course Guidebook
Professor Michael A. Roberto
Bryant University
•
Professor Michael A. Roberto
•
Bryant University
Key Concepts
Groupthink
•
"When a cohesive team experiences tremendous pressures for conformity, such that people strive for unanimity at the expense of critical thinking" - Irving Janis
http://www.personal.psu.edu
Group Discussion
•
Has there been a time that you have been involved in a decision you thought was wrong but agreed anyway? Why (yes or no)?
•
What do you feel are the primary drivers of
Groupthink?
•
Does age, gender, culture, or temperament effect how vulnerable you are to Groupthink?
TIMES UP
Delegation of Responsibility
•
Famous experiment in which the subject (T) was told to shock (L) if an incorrect answer was given
•
For each incorrect answer the current in the shock was increased •
If the subject stopped shocking (L), then the examiner (E) would calmly tell them to continue http://en.wikipedia.org Group Discussion
•
Do you think you would have stopped before giving the final shocks? Why (yes or no)?
•
What does this experiment have to do with organizational leadership?
•
What percent of people delivered the “fatal” shock?
(If you know the answer don’t say anything yet)
TIMES UP
Framing
•
Prospect Theory
•
•
People pay more attention to the gains and losses rather then final outcomes
Assumptions/Heuristics
•
Human Resource
Management
A Perspective in Risk
Why is Risk and
Leadership so Critical?
Structure of this class Admin
•
Key concepts
•
Discussions
Matthew Stogsdill matthew.stogsdill@indek.kth.se •
PhD student at INDEK
•
•
Studying Risk in the Aviation
Industry
Anonymous review can be emailed to Matti Kaulio with the subject line "Anonymous review of Matthew Stogsdill" matti.kaulio@indek.kth.se •
•
Groups of 2-3
•
~3-5 minutes in time
Case studies
•
Challenger
•
Bay of Pigs
The Art of Critical Decision
Making
The Art of Critical
Decision Making
Course Guidebook
Professor Michael A. Roberto
Bryant University
•
Professor Michael A. Roberto
•
Bryant University
Key Concepts
Groupthink
•
"When a cohesive team experiences tremendous pressures for conformity, such that people strive for unanimity at the expense of critical thinking" - Irving Janis
http://www.personal.psu.edu
Group Discussion
•
Has there been a time that you have been involved in a decision you thought was wrong but agreed anyway? Why (yes or no)?
•
What do you feel are the primary drivers of
Groupthink?
•
Does age, gender, culture, or temperament effect how vulnerable you are to Groupthink?
TIMES UP
Delegation of Responsibility
•
Famous experiment in which the subject (T) was told to shock (L) if an incorrect answer was given
•
For each incorrect answer the current in the shock was increased •
If the subject stopped shocking (L), then the examiner (E) would calmly tell them to continue http://en.wikipedia.org Group Discussion
•
Do you think you would have stopped before giving the final shocks? Why (yes or no)?
•
What does this experiment have to do with organizational leadership?
•
What percent of people delivered the “fatal” shock?
(If you know the answer don’t say anything yet)
TIMES UP
Framing
•
Prospect Theory
•
•
People pay more attention to the gains and losses rather then final outcomes
Assumptions/Heuristics
•