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MNGT4400 Lecture 5 Notes

by: Peyton Oglesby

MNGT4400 Lecture 5 Notes MNGT 4400

Marketplace > Auburn University > Business, management > MNGT 4400 > MNGT4400 Lecture 5 Notes
Peyton Oglesby
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These notes begin what will be covered on exam 2, it covers groupthink and root cause analysis.
Organizational Change
Lucian Bifano
Class Notes
MNGT440, groupthink, root cause analysis, notes, Lecture 5
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This 2 page Class Notes was uploaded by Peyton Oglesby on Sunday March 6, 2016. The Class Notes belongs to MNGT 4400 at Auburn University taught by Lucian Bifano in Summer 2015. Since its upload, it has received 38 views. For similar materials see Organizational Change in Business, management at Auburn University.


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Date Created: 03/06/16
Lecture 5 Groupthink The Challenger Disaster  Main participants in the launch decision: o Morton-Thiokol, Inc. (MTI) o The National Aeronautics and Space Administration (NASA)  External Factors: o Negative publicity o 4 postponements of the Challenger launches o Teacher in Space o US Congress questioning if NASA was necessary o $1 billion MTI proposal being considered by Congress  1/27/86 Tele-Conference o between: NASA and MTI o Focus  The solid rocket booster rubber O-rings. These O- rings seal the joints between the sections of the boosters  If O-ring fails then hot gasses would escape from the boosters  They discussed what would occur if the O-rings were subjected to cold temps o Space Engineer Roger Boisjoly warned MTI of the problems with the O-ring. MTI never passed on the memo to NASA  Launch Conditions o At launch the degree must’ve been between 40-90 degrees *F o The temp at launch was 34 degrees  Problem Symptoms: 1. Illusion of invulnerability 2. Inherent morality of the group 3. Rationalization 4. Stereotypes of outsiders 5. Self censorship 6. Direct pressure 7. Mind guards 8. Illusion of unanimity Problem Causes  Bias heuristics: o Availability- recency of info to memory o Representativeness-collecting, organizing, and analyzing data that doesn’t accurately reflect the current state o Anchoring-focus on a particular item The High-Reliability Organization-the idea of a high-reliability org, or HRO emerged in enterprises where the consequences of a single error can be catastrophic 6 Principles used to prevent human error: 1. Integrity 2. Depth of knowledge 3. Procedural compliance 4. Forceful backup 5. A questioning attitude 6. Formality in communications Groupthink  Drivers: o High group cohesiveness o Strong desire to retain membership o Premature striving for agreement  Symptoms o Closed mindedness o Overestimation of the group o Pressures toward uniformity Recommendations  Avoid insulating the group from outside criticism  Foster an open climate  Avoid being too directive or exerting undue influence upon the group  Assign everyone the role of “critical evaluator” Visual Representations can allow faster communication of facts…. But visual representations can also distort facts Root Cause Analysis A tool for low risk problem solving: 5 Whys  “there is nothing magical about asking why 5 times, but in many cases it will get you to root cause” Drawbacks:  not repeatable  not always data driven  results can be bias  it doesn’t account for multiple causes


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