Bài giảng Organisational behaviour - Chapter 10 Creativity and team decision making

Creativity and team decision makingChapter learning objectivesDefine creativity.Outline the four steps in the creative process.Describe the characteristics of creative employees.Discuss the workplace conditions that support creativity.Identify five problems facing teams when making decisions.Compare and contrast the five structures for team decision making.Explain why brainstorming may be more effective than scholars originally believed.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSupporting creativity at IDEOEmployees at Animal Logic, the Sydney-based visual effects company, demonstrate their creative talent in The Matrix, Moulin Rouge and other blockbuster films. Hiring people with diverse backgrounds and living the Aussie culture seems to contribute to the creative process.Courtesy of Animal Logic3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCreativity definedDeveloping an original product, service or idea that makes a socially recognised contributionpart of the decision-making process  not separate from itcreativity is influenced by both personal competencies and organisational conditions, supported by creativity practicesCourtesy of Animal Logic4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePreparationCreative process modelIncubationInsightVerification5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCharacteristics of creative people Intellectual abilitiessynthetic, general, practicalRelevant knowledge and experienceMotivation and persistenceInventive thinking style6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCreative work environmentOrganisational supporttolerates mistakesencourages communicationoffers job securityIntrinsically motivating worktask significance, autonomy, feedbackself-leadershipflow  align competencies with jobSufficient time and resources7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCreative practices• Jamming• Review past projects• Tell me, strangerRedefinethe problem• Chain story• Artistic activities• Metaphors• Morphological analysisAssociativeplay• Diverse teams• In-house presentations• Displayed thinkingCross-pollination8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione© Photodisc. With permission.Team decision making constraintsTime constraintsprocess lossproduction blockingEvaluation apprehensionbelief that others are silently evaluating youConformity to peer pressuresuppressing opinions that oppose team norms9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTeam constraints: groupthinkTendency for highly cohesive teams to value consensus at the price of decision qualityMore common when the teamis highly cohesiveis isolated from outsidersfaces external threathas recent failuresleader tries to influence decision© Photodisc. With permission.10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTeam constraints: group polarisationTendency for teams to make more extreme decisions than individualsRiskier options usually taken because of gambler’s fallacy  believe luck is on their side© Photodisc. With permission.11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDecision processHigh riskIndividualopinionsLow riskGroup polarisation processTeam decisionTeam decisionSocial supportPersuasionShifting responsibility12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneGeneral guidelines for team decisionsEnsure neither leader nor any member dominatesMaintain optimal team size Team norms encourage critical thinkingIntroduce effective team structures 13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneGenerating constructive controversyForm heterogeneous decision making teamEnsure team meets often to face contentious issuesMembers should take on different discussion roles Team thinks about the decision under different scenarios14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBrainstorming at IDEOIDEO, a leading industrial design firm, relies on brainstorming sessions that generate ideas, usually about designing products. A typical session lasts between one and two hours and is attended by the design team as well as other IDEO engineers with relevant skills.© E. Luse/San Francisco Chronicle15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneFeatures of brainstormingNo criticismEncourage many ideasSpeak freelyBuild on others’ ideas© E. Luse/San Francisco Chronicle16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione© E. Luse/San Francisco ChronicleEffectiveness of brainstormingEarly scholars criticised brainstormingevaluation apprehension and production blocking still existMore favourable view nowless dysfunctional conflictmore task focusmore decision acceptancemore enthusiasm and customer commitmentevaluation apprehension not a problem in high trust teams17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCourtesy of IBMEvaluating electronic brainstormingBenefitsless production blockingless evaluation apprehensionmore creative synergymore decision efficiencyProblemstoo structuredmay be costlylacks interpersonal dynamicscandid feedback is threatening18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDescribeproblemIndividualactivityTeamactivityIndividualactivityNominal group techniqueWrite downpossiblesolutionsPossiblesolutionsdescribedto othersVote onsolutionspresented19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOverview of the next chapterThe communication processBenefits and problems with electronic mailContingencies of media richnessCommunication strategies in organisational hierarchiesCharacteristics of the organisational grapevineGender and cross-cultural communicationImproving active listening 20 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSolutions to creativity brainbustersDouble circle problem22 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneNine dot problem23 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneNine dot problem revisited24 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneFive letters problemFCIRVEEALTETITVEERSFCIRVEEALTETITVEERS25 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneBurning rope problemOne hour to burn completelyAfter first rope burnedie 30 min.26 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCreativity and team decision making