Crisis! managerial lessons from Pearl Harbor

Article Abstract:

The experiences of poor decision making preceding the surprise attack on Pearl Harbor offer important lessons for crisis management in business. Managers are susceptible to selective perception in which they perceive problems from their own specialized viewpoints and fail to grasp whole situations. The selective perception biases can be overcome by identifying managers who are most susceptible to bias and pairing them with managers from other specializations on crisis teams. Crisis management teams should be trained and well practiced in Nominal Group and Devil's Advocate decision making methods so they can react quickly in a crisis. Finally, face-to-face communication hot-lines should be developed that bypass normal communications channels and connect decision makers directly to front line information sources.

Decision-making, Decision making, Crisis management, Interpersonal communication, Human information processing, Organizational communication

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Why managerial problem-solving groups fail

Article Abstract:

Problem-solving groups appointed by corporate managers often fail to achieve their goals because of : inadequate leadership, poor group structure, insufficient participation by group members, and similarity in the thinking of group members. These problematic group dynamics are analyzed in this first of two articles on managerial problem solving. In addition to appointing heterogeneous members to problem-solving groups, managers can improve group performance by instructing members to create conflict, raise doubts and view different opinions as helpful.

Methods, Organizational behavior, Group problem solving

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Running successful problem-solving groups

Article Abstract:

Problem-solving groups are effective only if there is systematic doubt and explicit norms. A four-phase model is provided for implementing efficient group problem-solving. The assumption propounded is that groups are better than individuals at solving complex problems.

Research, Human resource management, Work groups, Teamwork (Workplace), Management research, Problem solving, Participatory management, Quality circles

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