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Indeed, coevolutionary gaming can also be used to eliminate the risk factors associated with the dynamics of groupthink.
According to Jarvis, groupthink involves the following factors: 1) the illusion of vulnerability; 2) stereotyping outsiders; 3) bounded rationality and tethered assumptions; 4) belief in inherent morality; 5) self-censorship; 6) direct pressure on dissenters; and 7) mindguards. The pressure of group decision-making therefore involves factors that influence the decision-making process according to the collective group consciousness. tronger members tend to influence weaker members, which result in decisions that may be unsound, or not the best of possible choices.
Coevolutionary gaming provides the opportunity to make multiple decisions with multiple outcomes. This mitigates the problems associated with groupthink. In this way, the gaming process reveals the shortcomings in the groupthink process, and provides the group with more rationally viable decision processes than would be the case in a real-time situation. The luxury here…
Cares, Jeff & Miskel, Jim. Take your third move first. Harvard Business Review, March, 2007.
Jarvis, Chris. Group Think and Risky Shift. Bola Project, 2007. http://www.bola.biz/communications/groupthink.html
Yen, Duen His. Johari Window. Apr 26, 1999. http://www.noogenesis.com/game_theory/johari/johari_window.html
coevolutionary gaming facilitate group decision making?
Coevolutionary gaming can help to facilitate group decision-making through its highly demanding and highly complex processes. As Cares and Miskel explain, this type of gaming can help one to navigate complex strategy landscapes in safe environments that feel like real-time, but which actually allow one the luxury of making mistakes and engaging in bolder forms of trial error (2007). These games are even played now at the highest levels of defense within the U.S. Department of Defense, with as many as four teams involved in highly competitive, intricate and strategic moves and counter-moves (Cares & Miskel, 2007). These games are multi-day affairs which force all the players to stay focused and to make plans for short-term objectives and long-term objectives: five moves and responses thus push the team on a faux multi-year trajectory that isn't directly controlled by either team and where it's actually…
Businessballs.com. (2013). johari window. Retrieved from Businessballs.com: http://www.businessballs.com/johariwindowmodel.htm
Cares, J., & Miskel, J. (2007, March). Take Your Third Move First. Retrieved from HBR.org: http://hbr.org/2007/03/take-your-third-move-first/ar/1
Ohdaira, T., & Terano, T. (2011). The Diversity in he Decision Facilitates Cooperation in the Sequential Prisoner's Dilemma Game . Retrieved from worldscientific.com: http://www.worldscientific.com/doi/abs/10.1142/S0219525911002962?journalCode=acs
Perc, M. (2009). Coevolutionary games - a mini review. Retrieved from Cornell University Libaray: http://arxiv.org/abs/0910.0826
Managing Group and Teens
Strategic planning is the process of defining direction and strategy to make effective decision by allocation available resources to pursue this strategy. Strategic planning generally assists organizations to understand method to achieve short-term and long-term goals with available resources. However, popular notion of strategic decision is that it involves high degree of uncertainties, major resource implications, high stakes as well as long-term consequences. One of the strengths of traditional approach to strategic decision making is that it is consistence with business reality of business manager. However, traditional approach to make strategic decisions can only work better in a business environment where there are few possible outcomes.
In the contemporary business environments, traditional approach to make decision is no longer sufficient to make strategic decisions for multinational companies. Present complex competitions within turbulent business environments have revealed that management of global companies will face daunting challenges in…
Cares, J. & Miskel, J. (2007). Take Your Third Move First. Harvard Business Review, 85 (3): 20-21.
Chapman, J. (2003). The Johari Window. Businessballs Report.