I believe that mismanaged agreement is more dangerous to teams than groupthink because of its tendency to create resentment among group members. If there was no drive to working on an operation from all members (when it was assumed all members were motivated) then the output would be lackluster and without passion than compared to an operation that was properly conducted with the correct drive and motivation. There is also the instance where one agreeing with another’s idea (when in reality they did not) can cause a lack of motivation from the individual and not putting in their full potential into the result (Johnson, 2018, p. 238).
Instead of voicing their opinion and disagreement, they could be putting in half the effort they should and wasting time. They would be hesitant to voice their thoughts the longer they waited and just continue to put out mediocre results resulting in the escalation of commitment. I believe groups can exert more control the behavior of their members more than managers if there is effecting communication among the members and less manager presence in the operation.
Gathering and sharing information as a leader draws a fine line between leader and employee. Information management can be used to effectively quell discord on a team or department or be used to manage how to handle future information coming to light. Ethically, leaders should be siding on the side of their employees, sharing the information that will best help them in their situation with information solely staying with those that need to hear it. Leaders can be incompetent in different ways but still remain ethical.
For example, a leader could be failing to motivate and support their team by themselves but could combat that by sharing the power among high performing employees to help bring members of the team and their morale to a higher standard. Ethical leaders can be more effective in a way that they are staying transparent with their team. By being honest and effectively communicating, there can be a foundation of trust built among leader and employees to work together into achieving positive results.
References:
Johnson, C. E., (2018). Organizational Ethics: A Practical Approach (4th ed). pg. 238.
COLLAPSE
Top of Form
Group Ethics:
- What poses the most danger to teams: groupthink or mismanaged agreement?
Per Jerry Harvey, failure to manage agreement is the most danger to teams. The reason that this is the most danger is because “when organizations blunder into the Abilene Paradox, they take actions in contradiction to what they really want to do and therefore defeat the very purposes they are trying to achieve.” (Johnson, 2019, p. 242, para 2) Further, there is a possibility that “These actions generate lots of anger and irritation, and participants blame each other for the group’s failures.” (Johnson, 2019, p. 242, para 3)
- How do you recognize when your group is caught in the escalation of commitment?
There are several notable items that suggests that a group is caught in the escalation of commitment. Of them are recognizing that the group is spending too much of their time on a project that is not making strides forward. Additionally, when more resources are being used to keep the project alive. Lastly, if feedback that is not supportive of the project as it stands is ignored, this can indicate that the group is caught in escalation of commitment. (Johnson, 2019, p. 244)
- Do you think that groups can exert more control over the behavior of members than managers do?
Groups definitely can exert more control over the behavior of members than managers. Johnson makes note that this would be displayed through “concertive control” The reason this can transpire is due to a “combination of high power and low visibility” (p. 246, para. 3) I have a perfect example of this that has been happening in my organization. The leadership hierarchy is in the following order: Director of HHSA, Director of Human Services, Deputy Director of Human Services, Division Managers of TulareWorks, Unit Managers-CalWorks, and Program Specialists-CalWorks. For years the Program Specialists have had their own meetings absent Managers.
The meeting was designed so that Office and Policy specialists discuss legislative changes in programs, protocols, practices and processes. They are charged with brainstorming on changes needed to move things along, which they then provide recommendations to Unit Managers who make the ultimate decision. The group is called PPMC, and it has been known that there is dysfunction of this group due to the strong personalities that dominate the meetings and the groups and the view that Policy Specialists are more valuable than Office Specialists.
This often leads to a lack of listening to differing opinions and has caused many in the group to shut down and not participate at all. As a management team, we have just begun the process of redirecting the culture of this group, however, we have been faced with many challenges due to the lack of acceptance of the underlining problems and fear of being transparent.
Leadership Ethics:
- What ethical guidelines would you set for gathering and sharing information?
Per Johnson, there are ethical drivers that are to be considered with regards to building upon ethical values which is necessary for gathering and sharing information. These drivers are: “ethical diagnosis, engaged leadership, targeting socialization processes, ethics training, and continuous ethical improvement.” (Johnson, 2019, p. 278, para. 2)
- Is it possible for a leader to be incompetent but ethical?
There is the potential for an ethical leader to be incompetent. For example, potentially providing information too early because they are attempting to practice transparency to their employees. In my experience, employees get wind of information before I do as their manager. If I have been told by my administration that information will be shared will all employees at once to ensure consistency, it would be poor leadership on my part to share information simply because my employees are asking questions. It is okay to let them know that I do have information, however, it will be shared in a certain manner and explain why that is.
Also, a leader considered to be a Servant leader can also be incompetent if they are unable to balance finding value in both the needs of the organization and the employees. I have seen many supervisors fall short as leaders with this practice and inability to balance needs. They tend to caudle their employees and set them up for failure with an inability to work through challenges and adversity in a healthy and constructive manner.
- Why are ethical leaders generally more effective as well?
Ethical leaders demonstrate their commitment to helping their clients (both external and internal), which in turn builds trust. Trust is essential in the ability to influence their followers, therefore, “followers are more involved in implementing plans and doing the work itself.” (Johnson, 2019, p. 191, para. 2) others to want to
Reference
Johnson, C. E. (2019). Organizational Ethics: A practical approach (4th ed.).
Bottom of Form
Bottom of Form
Top of Form
Group Ethics:
What poses the most danger to teams: groupthink or mismanaged agreement?
Mismanaged agreement poses the most danger to teams. Mismanaged agreement is when a team spend time, money, and support decisions that they secretly oppose (Johnson, C., 2019). This type of behavior can completely derail the purpose of a team, misleading others that total agreement exists due to failure of the team to communicate their desires and beliefs (Johnson, C., 2019). Mismanaged agreement could potentially cause a team to fail what their mission, which I think is the most dangerous, as all teams want to succeed and fulfill their mission and goals.
How do you recognize when your group is caught in the escalation of commitment?
Escalation of commitment can be recognized by unethical behaviors, negative feedback, external pressures, missed deadlines, and cost overrun (Johnson, C., 2019). Escalation of commitment is a product of mismanaged agreements and is a continuation of a group choosing a failing course of action, one that goes against what the team believes.
Do you think that groups can exert more control over the behavior of members than managers do?
I do think groups can exert more control over the behavior of members than managers do, because teams and groups of people can be powerful. They are powerful in the way they behave, what they value, coordination, and inadvertently creating their own enforcement mechanisms (Johnson, C., 2019). If a leader does not encourage their team to regularly examine and access their values, the group could begin to control the behavior in a way that goes against what the manager intended for the group.
Leadership Ethics:
What ethical guidelines would you set for gathering and sharing information?
Ethical guidelines I would set for gathering and sharing information would be to have a balance of loyalties as a leader. It is important to act fairly and justly, understanding the circumstances and if it is applicable to bend the rules for certain individuals needs. Treat everyone with respect, and honesty. It is never okay to lie, especially when it is meant for personal gain. Maintain honesty, integrity, and loyalty when gathering and sharing information.
Is it possible for a leader to be incompetent but ethical?
I do not think it is possible for a leader to be incompetent and ethical. Incompetent leaders lack emotional intelligence, which is key to understanding stress, and how to communicate, or make decisions in changing circumstances. It is probable for incompetent leaders to respond slow and inadequately, garnering a negative response (Johnson, C., 2019).
Why are ethical leaders generally more effective as well?
Ethical leaders are generally more effective because they tend to engage and understand the needs, wants, and objectives of their followers. Emotional intelligence is typically a strong characteristic of ethical leaders, therefore allowing them to lead and exert a greater influence of understanding and ethical decision making, due to their affective actions taken. Ethical leaders understand their moral responsibilities and tend to act justly, responsibly, and utilize their power/influence in a positive, ethical manner (Johnson, C., 2019).
References
Johnson, C. (2019). Organizational ethics: A practical approach. Fourth edition. Los Angeles: SAGE.
