Whenever two or more people meet to make a decision, a number of complex group dynamics come into play. Sometimes those group dynamics operate to create a situation where the best possible decision is not made. This can occur for several reasons. One of the common group effects is the group-think phenomenon. This occurs when group members feel that it is more useful to go along with an idea presented, than to suggest their own, or criticize or comment on the ideas of others. As a result good ideas and solutions may never be placed on the table, and the decision that appears to be supported may not be “optimized”, since there is little attempt to make it better.
In extreme cases, this groupthink process can move to the point where the final decision is one that is not supported by anyone in the group, and each member thinks that the others support the idea. You can use the following tips, whether at work or at home, to ensure that decisions are made that everyone can live with.
Group-Think Antidotes
If you are leading a group in the decision-making process, make sure that you highlight the importance of looking at the pros and cons of any ideas under consideration. Set the tone by focusing on the issues, and not that people disagree.
When people support an idea with general statements such as “I think that's a good way to go, encourage them to explain why they believe the idea is a good one. Another tactic is to ask those that support the idea to critique it; find the weak points.
Treat pros and cons of ideas equally, particularly if it is your idea under discussion. Feel free to advocate for your position, but advocacy, on it's own, can overpower reason. Keep in mind that although you believe in your idea, it may not be the best of all possible solutions.
Time constraints tend to result in increased pressure to agree. While occasionally, fast decision-making is needed, keep in mind that people will be less likely to raise objections if they feel that raising objections would result in delaying the process. (work911.com)
It seems pretty obvious that employees need to know what their own jobs require -- their roles, responsibilities and authority levels. We don't expect people to do their jobs effectively if they don't know what they are supposed to be doing. However, one area that people tend to ignore is how well employees understand what OTHER PEOPLE DO in their organizations. Why might that be important?
Recently, I was doing some training in customer service and defusing hostile customers for a fairly large organization. A constant theme kept emerging (and it's quite common). A customer would call in with some sort of difficulty or problem, and the person answering the phone would transfer the caller to someone else. Unfortunately, the next person taking the call was not the right person, or was unavailable, leaving the customer to leave voice mail, or once again, get shuffled to someone else. Often the frustrated customer would end up calling the first person back to holler at them.
How does this happen? Are employees stupid? Or perhaps can't be bothered? Probably not. They simply lack the information they need to provide good quality customer service to callers. And what's the outcome? First, angry customers. Second, stress and frustration on the part of staff caught in this shuffle. Third, some terrible inefficiencies for the organization itself, which impacts the bottom line.
The problem is that we don't educate staff in the "bigger picture". In this case, that bigger picture relates to what other people do, their various expertise, and the relationship of other employee's jobs to each other. Before we talk about specific "fixes", consider this.
It's very rare that employees work is independent of the work of other people in their workplaces. These days, getting jobs done has become more complicated, where the ability to get something accomplished often involves cooperation with others, or some degree of teamwork. Customer service aside, workplaces where people understand their own jobs and the jobs of others (like how the whole puzzle fits together) are going to be more effective and more productive.
Helping People Understand The Larger Puzzle
New employees should be oriented and educated not just about their own jobs, but about what other people do, and who to talk to when faces with different kinds of situations. They need to know who has decision-making power, and who has expertise they may need. That's far more important than knowing where the washrooms are (well, that's debatable!).
Workplaces are constantly changing. Responsibilities change, and so do job roles. Management should take an active role in keeping employees up to date about changes that affect not only their own jobs, but the jobs and roles of others. This is even more important in team based and project based environments. Regular staff meetings can be used to do this in an ongoing way, and need not be time intensive. Often, staff updates can take only a very few minutes.
Here's the most important part. And this applies to every employee. Employees tend to hesitate about asking too many questions, for fear of looking stupid or being perceived as a nuisance. They rely on the human resources department or their supervisor to tell them what they need to know. Unfortunately, supervisors don't always know what employees need to know, or haven't thought about it, and they can't read minds. So, it's important that employees take on responsibility for their own understanding of what other people do. Employees! Listen up! ASK! You can't do your job well if you don't know your own role and what other people do. You can't do your job if you don't know where to refer a customer with a particular problem.
Let's end this by listing some things that people should know:
Who has authority to make decisions about specific issues (which people, which issues)?
Where does the expertise lie to deal with particular issues?
What procedures should be used to involve people who need to be involved in a particular issue?
When a particular person who needs to be involved is unavailable, is there a backup procedure (someone else to contact)?
The nice part about all this is that it isn't rocket science, but it is neglected. Human resources, managers and employees can all take responsibility and make sure that employees know and understand their own job responsibilities and roles, and those of others who fit into the completed "puzzle" of getting things done effectively and efficiently. (work911.com)
No, behavioral interviewing has been around since the 70's when industrial psychologists developed a way of “accurately” predicting whether a person would succeed in a job. They concluded that if candidates were asked questions that requested examples of past behavior it would be an indicator of their future behavior.
So, employers began using this interviewing technique to determine whether you were a good fit for the job. The technique is of growing interest to companies who would like to choose the "right" candidate, especially in today’s market with so many candidates for them to choose from.
The types of questions that are asked using this technique are used to find out how and what you did in the past and the skill sets you used in the process - if you did it before you can do it again!
The difference between a behavioral question and other questions is what the question asks for. A behavioral question will be very specific. For example when asked, "Tell me about a time when you solved a problem," the key words are “a time.” This answer calls for a “specific” example of a "specific" incident.
When traditional questions are asked they usually include the word "if." When "What would you do if…" questions are asked you can use your imagination to come up with an answer. For example, "What would you do if you had a problem to solve?" The word, "if," is the clue word that indicates the interviewer wants to hear your thought process - how you think through a problem. This question does not require a past experience example.
While preparation is important for every interview, it is essential to prepare for the behavioral interview. You must have examples or stories for anything you have claimed on your resume or that you say in an interview.
One example would be, if you claimed you were very organized on your resume. A natural question for the interviewer would be: "Tell me about a time when you organized a project." It is now your task to let the interviewer know that you have had success when organizing a project or event. In other words, prove what you said you did by providing an example.
There are several methods and acronyms suggested for formatting your stories but the main point to remember is that any story has three key elements:
A beginning– "There was a time…."
A Middle – "The action steps I took were…"
An Ending – "The end result was…"
Stories should be interesting and full of action. Give the interviewer something to remember about you. A savvy interviewer will be able to hear skills from the stories and judge your behavior from your past actions. The more details and skills you can work into your story, the more convincing your story will be.
Preparing your stories before the interview will take the mystique out of behavioral interviewing and allow you to tell the success stories you want your interviewer to hear. Through your examples the interviewer will begin to get a clear picture of you and be able to decide whether you are the right person for the job based on your past experience and successes.
Read more: http://www.articlesbase.com/interviews-articles/is-behaviorial-interviewing-a-new-technique-455128.html#ixzz0uOV6y4CY Under Creative Commons License: Attribution
I'm sure you've sat through movie or TV "bloopers" at the end of shows and laughed at the mistakes the actors make during the filming of the show. If I could put together a film with bloopers that people make in interviews it might seem funny as well – but not when it happens in real life - to you!
How do you avoid bloopers? First you become aware of what some of the pitfalls of interviewing are and then you prepare and practice so that it won't happen to you. Here are 10 of those very pitfalls to watch for.
1.Poor non-verbal communication – slouching – fidgeting – lack of eye contact
It's about demonstrating confidence - standing straight, making eye contact, and connecting with a good, firm handshake. That first impression can be a great beginning, or a quick ending to your interview.
2. Not dressing for the job or company – "over casual"
Today's casual dress codes in the office, do not give you permission to dress as "they" do when you interview. It is important to look professional and well groomed, above all. Whether you wear a suit or something less formal depends on the company culture and the position you are seeking. If possible, call and find out what the company dress code is before the interview.
3. Not listening – only worrying about what you are going to say
From the very beginning of the interview, your interviewer is giving you information, either directly or indirectly. If you are not listening – turning up your intuitive - you are missing a major opportunity. Good communication skills include listening and letting the person know you heard what they said. Observe your interviewer and match that style and pace.
4. Talking too much – telling it all – even if it's not relevant
Telling the interviewer more than they need to know could be a fatal mistake. When you have not prepared ahead of time you may tend to ramble, sometimes talking yourself right out of the job. Prepare for the interview by reading through the job posting; matching your skills with the requirements of the position, and relating only that information.
5. Being over-familiar – your new best friend is NOT the interviewer
The interview is a professional meeting to talk business. This is not about making a new friend. The level of familiarity should mimic the demeanor of the interviewer. It is important to bring energy and enthusiasm to the interview, and to ask questions, but not to over-step your place as a candidate looking for a job.
6. Using inappropriate language – you "guys" know what I mean
It's a given that you should use professional language during the interview. Be aware of any inappropriate slang words or references to age, race, religion, politics, or sexual preferences – these topics could get the door slammed very quickly.
7. Acting cocky – being overconfident – "king of the hill"
Attitude plays a key role in your interview success. There is a fine balance between confidence, professionalism, and modesty. Even if you're putting on a performance to demonstrate your ability, over-doing is as bad, if not worse, as being too reserved.
8. Not answering the question asked – "jumping in without thinking"
When an interviewer asks for an "example of a time," you did something, he is seeking a sample of your past behavior. If you fail to relate a "specific" example, you not only don't answer the question, but you miss an opportunity to prove your ability and tell about your skills.
9. Not asking questions – a missed opportunity you will live to regret
When asked if they have any questions, the majority of candidates answer, "No." Wrong answer! It is extremely important to ask questions. It demonstrates an interest in what goes on in the company. It also gives you the opportunity to find out if this is the right place for you. The best questions come from listening to what is asked during the interview, and asking for additional information.
10. Appearing desperate – "Please, please hire me!"
It's a tough job market, and you need a job! But, when you interview with the "Please, please, hire me," approach you appear desperate and less confident. Maintain the three "C's" during the interview: Cool, Calm, and Confident! You know you can do the job, – now, make sure the interviewer believes you can, too.
Everybody makes mistakes – that's what makes us human. We can laugh at ourselves a great deal of the time when we get tongue-tied or forget someone's name – even our spouse's. But in the interview you want to be as prepared and polished as possible. If you do make a mistake, consider it a human error and learn from the experience. In the meantime do your homework and get prepared.
Read more: http://www.articlesbase.com/interviews-articles/job-interview-bloopers-and-how-to-correct-them-79148.html#ixzz0uOTcl3Fx Under Creative Commons License: Attribution
