Jenna Downey is an engineer on a cross-functional team at Ford Motor Company. The team was put together two years ago to develop a new hybrid truck. A few days ago, Jenna complained to her manager that she didn’t feel the project was going well. When asked why, Jenna stated the following: “Our team has gotten stagnant. We don’t brainstorm the way we used to. We sit in a room and go over the design and, instead of thinking outside the box or playing devil’s advocate, we talk about the weather and make the same decisions we’ve always made. I know I don’t feel comfortable sharing ideas with the group that isn’t our “status quo” kind of solution and I’m sure most of my team members would agree. We’re on this great project and, yet, nobody’s willing to take any risks or voice opinions that not everybody’s going to like. I don’t know if I can stay on this team.” Based on your understanding of group decision making and the Jenna’s comments above, what do you think is occurring in Jenna’s group that’s making her dissatisfied with the experience? Provide AT LEAST two recommendations of what Jenna can do to eliminate these issues. (25 marks)
Jenna's dissatisfaction with her team's decision-making process can be attributed to several factors:
1. Lack of innovation and creativity: Jenna mentions that the team has become stagnant and does not brainstorm like they used to. This indicates a lack of creativity and innovative thinking, which can hinder the development of new and effective solutions.
2. Groupthink: Jenna mentions that the team avoids taking risks or voicing opinions that not everybody will like. This suggests that the team is suffering from groupthink, where members prioritize harmony and consensus over critical thinking and open discussion. This can lead to missed opportunities and suboptimal decision-making.
To address these issues, Jenna can consider the following recommendations:
1. Foster a culture of psychological safety: Jenna can encourage her team members to feel comfortable sharing their ideas and opinions, even if they go against the status quo. By creating an environment where all ideas are welcomed and respected, team members will be more likely to think creatively and take risks.
2. Facilitate structured brainstorming sessions: Jenna can suggest implementing specific brainstorming techniques, such as mind mapping or the six thinking hats method, to stimulate innovative thinking and problem-solving. By providing a structured approach to idea generation and encouraging diverse perspectives, the team can break out of their current limited thinking patterns.
3. Encourage devil's advocacy and constructive feedback: Jenna can act as a devil's advocate herself and foster a culture where team members are encouraged to challenge each other's ideas and assumptions. By doing so, the team can avoid groupthink and ensure that all potential risks and opportunities are thoroughly considered before making decisions.
4. Bring in external perspectives: Jenna could propose bringing in external experts or consultants who can provide fresh insights and challenge the team's thinking. This can help break the monotony of the team's current decision-making process and expose them to new ideas and approaches.
5. Regularly review and evaluate the decision-making process: Jenna can suggest periodic reviews of the team's decision-making process to identify areas of improvement. By continuously evaluating their methods and seeking feedback from team members, they can adapt and evolve their approach to ensure more effective and innovative decision-making.
By implementing these recommendations, Jenna can help her team overcome the challenges they are currently facing and create a more dynamic and productive decision-making process.