Individual Team Member For An Opinion example essay topic

Manger-led teams present a unique influence on the phenomenon of anchoring in both positive and negative ways. Although typically a detrimental situation to effective teamwork, anchoring, as apparent in the e Bay situation, carries certain benefits as well. The composition of the e Bay team demonstrated the way in which a leader can influence the team toward quick effective decision making while creating a positive team environment. Most decisions made by the team were initiated as Tim introduced the concern to the group along with an opinion, anchoring the team.

He then would ask an individual team member for an opinion or suggestion. Consistent in every situation observed, the team members suggestion was in direct harmony with Tim's and was accepted immediately. One decision the team made was how long a specific team objective was going to take. Instead of directly asking the team the question, he manipulated it by phrasing it in a strategic way. He asked, "How long do you think this is going to take, two weeks?" By suggesting a specific time period, Tim is able to anchor the entire team and still allow for individual contribution thus creating crucial team ownership and accountability for collective decisions. He is able to create the appearance of a team decision while still maintaining a certain level of control over the group decision.

The anchoring phenomenon in manager-led groups does not exist, however, without negative consequences. While the leader is able to essentially control decisions of the group by anchoring opinions around his / her own, he / she diminishes the fundamental benefit of teamwork itself. The suggestion of two weeks in the previous e Bay example may have influenced the team members to withhold their actual ideas and opinions for two possible reasons. One, Tim is the manager of each team member responsible for their career advancement, bonuses and salary. Members of the team are reluctant to offer opinions contrary to the leaders when there is not an open and comfortable environment for disagreement.

Secondly, there is an increased opportunity for social loafing centered around decision making. As long as the manger of the team is willing to make initial opinions upon which the majority of decisions are made, individual team members will be less and less likely to invest time and effort into developing unique ideas that may be in contradiction. Comparable to normative influence of group dynamics, a certain fear of exclusion from the group may occur as individual members express contrasting opinions to the team and more specifically the team leader. Although difficult to identify specific situation in which this occurred in the e Bay group, it was apparent that disagreeing with the team leader carries with it the possibility of exclusion. As discussed in class it is imperative that team leaders create a group environment in which they create psychological safety and encourage full discussion of minority opinion.

In the e Bay team meeting observation, it was apparent that team decisions were ultimately decided by Tim. Although Tim presented the decision to be made to the group, he typically finalized the decision often only one suggestion or opinion was made from the team. Granted, we were not present in a meeting where crucial team decisions were made and would have warranted more detailed discussion. Most of the decision making processes we were present for were of minimal importance and extremely light hearted. For example, they were deciding on team party details and service project plans. Had the decision been on important topics we would have witnessed a different dynamic in which the team leader would have depended more on various opinions and suggestion.

We were still however able to see important qualities of the team and on the leader that allowed us to identify possible problems and restraints the team might encounter. In order to more successfully overcome the affects of anchoring in manager-led teams, it is imperative that the manger be continuously aware and cautious. The manager must participate in a dual role both as a guide for the group "defining goals, processes and function of team (class notes Session 2)". In order to ensure anchoring does not negatively affect the team dynamic, the manager must lead without providing the initial suggestions or ideas, hearing first from the other members of the team.

Additionally the manager must ensure that in the matter of decision of elevated importance, he / she must receive ideas and feedback from various members of the team not just one idea. In the e Bay observation, Tim's utilization of the first suggestion offered does not allow for the best idea to present itself. It also limits the amount of team member accountability for the success of the team as a whole. Christian, These are the ideas that I had for our part of the paper. I have not proofed, but I know that it needs to be edited a lot. I think that it needs work on the way that it layed out (order) and I also have the tendency to create some wild sentences that only make sense to me.

Look it over and tell me what you think and we can make some changes.