Assignment 3

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Sullivan University *

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MGT545X

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Management

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Apr 29, 2024

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docx

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Do you think emotional intelligence could have made a positive change in the groupthink that led to this disaster? Explain your reasoning. In my opinion, I do not feel that emotional intelligence would have made a positive change in the groupthink that led to this disaster. I think that there was so much doubt in everyone’s confidence that this allowed for groupthink to cause the reaction to go ahead with the launch even though the O-ring issue had been a known problem. The persistence that the engineers showed was not enough to convince the decision makers to halt or delay the launch. Even when asked if there was any descent, no one spoke up. This allowed for NASA to feel that they were safe to go ahead with the launch. Even though many people stated after the fact that they had objections, they did not have the self-awareness and courage of their convictions to speak up and stop something that they felt was imminent. What would you do as a leader of a team to prevent groupthink? Explain your logic. Groupthink is defined as “a process of flawed decision making that occurs as a result of strong pressures among group members to reach an agreement”. (Gruman, Schneider, & Coutts, 2017). I think one thing that was done during this process that could have prevented this disaster would have been to do a secret vote. This would allow for everyone to state their opinion without the fear of retribution. Ultimately, I think that is why people who had doubts did not speak up. There are a few things you could do as a leader in the future to prevent groupthink, one being to make sure that all evidence is examined and that there is no rush to making a decision especially when there are lives on the line. Had anyone stopped and thought about the personal aspect and used their empathic nature, I don’t think one person would have said they felt comfortable putting their relative on that rocket. Had anyone at NASA used their prior thinking of “a launch should be cancelled if there is any doubt of its safety,” this launch would not have happened. They had it in their heads that there was no more time to delay and did not take human life into account as they hoped for the best outcome. While not everyone at NASA was part of the decision making process, there were multiple people who could have spoken up that didn’t due to not wanting to be the one who stopped the launch. The final nail in the coffin for this groupthink error was how management felt in their leadership role. They told the engineers to “take off their engineers hat and be a manager” (Junge & Leckart, 2020). They were not told to be a leader. If you want to have a great leadership team, you have to empower you leaders to go against what is popular as long as they can back it up and then you have to examine what is presented. You shouldn’t have to prove failure. This atmosphere must be fostered to allow your leadership team the freedom to feel confident in their decisions and to express their opinions. Without promoting an atmosphere of openness, you will not get the results you want from your team.
References Gruman, J. A., Schneider, F. W., & Coutts, L. M. (Eds.) (2017). Applied Social Psychology: Understanding and Addressing Social and Practical Problems (Eds. ed.). Thousand Oaks: SAGE Publications, Inc. doi:https://doi.org/10.4135/9781071800591 Janis, I. (1991). Groupthink. In E. Griffin (Ed.) A First Look at Communication Theory (pp. 235 - 246). New York: McGrawHill. Retrieved from https://williamwolff.org/wp-content/uploads/2016/01/griffin-groupthink- challenger.pdf Junge, D., & Leckart, S. (Directors). (2020). Challenger: The Final Flight S1:Episode 3 A Major Malfunction [Motion Picture].
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