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ProfessorBainbridge.com: September 2004
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September 2004
09/29/2004
Group Decision Making
The cubicle culture column in today's WSJ($) has a great take on group decision making: Some Ideas Are So Bad That Only Team Efforts Can Account for Them Years ago, when a civilian worker at one of the nation's largest Air Force bases was working for a general, she watched as a team was formed to come up with a better system to handle the mail. Mail to the base included letters from multi-starred generals and directives that had deadlines. The "process improvement team," also known as a PIT, had a roster of middle managers, mostly civilians, who spent the better part of a month coming up with a plan. But instead of streamlining the process, they complicated it. "I was horrified," says the woman. "There used to be eight steps; now there were 19." Each piece of official mail was viewed by a greater number of managers before getting to its intended recipient, she says, enabling the mail to be lost at home or in the bathroom, or covered with spills from someone's breakfast. And ponies could have delivered it faster. The lag between the first manager who saw a piece of mail and the person who had to act on it was two weeks, she says. Questioning the team would have amounted to heresy, so she kept quiet until a year later, when her general emerged from his office and bellowed, "What the hell is happening to my mail?" Once enlightened, he changed everything on the spot. The columnist's mostly negative view of team production is a salutary reminder that teams are not the panacea many managers believe them to be. Yet, I think it overstates the disadvantages of "
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