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- Professional ethics in engineering
- Ethical theory and group work
- Ethics of teamwork
More obstacles to group work
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Free Riders : Free riders are individuals who attempt to "ride for free" on the work of the other members of the group. Some free riders cynically pursue their selfish agenda while others fall into this pitfall because they are unable to meet all their obligations. (See conflict of effort.)
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Outliers : These are often mistaken for free riders. Outliers want to become participants but fail to become fully integrated into the group. This could be because they are shy and need encouragement from the other group members. It could also be because the other group members know one another well and have habitual modes of interaction that exclude outsiders. One sign of outliers; they do not participate in group social activities but they still make substantial contributions working by themselves. ("No, I can't come to the meeting--just tell me what I have to do.")
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Hidden Agendas : Cass Sunstein introduces this term. A group member with a "hidden agenda" has something he or she wants to contribute but, for some reason or other, hold back. For example, this individual may have tried to contribute something in the past and was "shot down" by the group leader. The next time he or she will think, "Let them figure it out without me."
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Conflict of Effort : conflict of Effort often causes an individual to become a free rider or an outlier. These group members have made too many commitments and come unraveled when they all come due at the same time. Students are often overly optimistic when making out their semester schedules. They tightly couple work and class schedules while integrating home responsibilities. Everything goes well as long as nothing unusual happens. But if a coworker gets sick and your supervisor asks you to come in during class times to help out, or you get sick, it becomes impossible to keep the problem from "spilling out" into other areas of your schedule and bringing down the whole edifice. Developing a schedule with periods of slack and flexibility can go a long way toward avoiding conflict of effort. Groups can deal with this by being supportive and flexible. (But it is important to draw the line between being supportive and carrying a free rider.)
Best practices for avoiding abilene paradox
- At the end of the solution generating process, carry out an anonymous survey asking participants if anything was left out they were reluctant to put before group.
- Designate a Devil's Advocate charged with criticizing the group's decision.
- Ask participants to reaffirm group decision--perhaps anonymously.
Best practices for avoiding groupthink (taken from janis, 262-271)
- "The leader of a policy-forming group should assign the role of critical evaluator to each member, encouraging the group to give high priority to airing objections and doubts."
- "The leaders in an organization's hierarchy, when assigning a policy-planning mission to a group, should be impartial instead of stating preferences and expectations at the outset."
- "Throughout the period when the feasibility and effectiveness of policy alternatives are being surveyed, the policy-making group should from time to time divide into two or more subgroups to meet separately...."
- One or more outside experts or qualified colleagues within the organization who are not core members of the policy-making group should be invited to each meeting ...and should be encouraged to challenge the views of the core members."
- "At every meeting devoted to evaluating policy alternatives, at least one member should be assigned the role of devil's advocate."
Source:
OpenStax, Professional ethics in engineering. OpenStax CNX. Aug 29, 2013 Download for free at http://legacy.cnx.org/content/col10399/1.4
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