COMMERCE 3S03 Chapter Notes - Chapter 10: Best Alternative To A Negotiated Agreement, Abilene Paradox, Collective Intelligence

• School: McMaster University
• Department: Commerce
• Course: COMMERCE 3S03
• Professor: Carolyn Capretta

Document Summary

Engage in divergent thinking and diverse perspectives allowing the team to struggle through the listening and integration of widely different views to reach a decision point. Divergent stage of a dialogue draws out multiple perspectives, opinions and insights. Convergent stage: information is integrated into a common interpretation enabling the best solution. Conversations should have disclosure and each person should have the responsibility of inquiry. I(cid:374)(cid:395)ui(cid:396)(cid:455): to ask (cid:395)uestio(cid:374)s to deepe(cid:374)d o(cid:374)e"s u(cid:374)de(cid:396)sta(cid:374)di(cid:374)g a(cid:271)out (cid:449)hat so(cid:373)ethi(cid:374)g (cid:373)ea(cid:374), explore assumptions both your own and those of other people. As a manager, you can engage people in a dialogue by keeping some simple pointers in mind. Have a face-to-face connection by sitting around each other during meetings. Spend a few minutes discussing the purpose of the dialogue and agree on some ground rules for respect. Give each person a chance to speak and voice opinions/perspectives. Collect and agree on key learning points from the dialogue.