Intervention Methodology - Radboud University
Week 1:
Modeling process: create understanding of the problem & obtain data
System 1: an answer suddenly springs to mind (intuitiveness)
System 2: require more difficult information processing to arrive at conclusions
Biases
- Overconfidence bias = people hold an exaggerated belief in what they can do or
control (stubbornly optimistic people)
- Availability bias = place too much emphasis on the information that is most readily
available
- Sunk cost bias = escalate commitment to a failing course of action
- Confirmation bias = favor information that supports their current beliefs and dismiss
evidence that challenges them
- Anchoring bias = people rely too much on one piece of information when making
decisions (discounts was 60, now 30 -> cheap (still expensive)
- Representativeness bias = ignore relevant statistical information
- Narrow frame bias = collect evidence that is consistent with the initial view
- Conjunction fallacy/bias = A and B will happen instead of A or B happening
Cognitive/epistemic motivation = willingness to expend effort
Social motivation = the individual preference for outcomes
Prosocial behavior = motivated to seek consensus, joint outcomes and fairness (common
good)
Proself behavior = most concerned with achieving their own goals
- Leads to:
1. Low likeness that the team will advance joint goals
2. Information is biased -> no creative solutions
3. Produces winners and losers -> less commitment to group
High cognitive motivation & prosocial = effective team decision making
High cognitive motivation & proself = argue their point and get what they want
Affective conflict -> team members feel that their ideas are challenged by others
Having an elephant in the room -> avoiding a certain topic
Groupthink -> there is a group norm that no one is questioning
Cognitive conflict often lead to affective conflict
Facilitator attitudes:
1. Helping = client’s problem is central, facilitator is trying to help
2. Neutrality = the facilitator is neutral about the information discussed by team
members
3. Inquiring = onderzoekend
- Asking questions to increase insights
, - Attempting answers to help the group achieve its tasks
- Positive and negative reactions to manage social aspects
4. Relational engagement = content can influence relations, make sure that all relevant
info is brought to the table and that there is trust (psychological safety) in the
organization
5. Self-reflexivity = Not the facilitators but the team members should have an intimate
understanding of the subject
Directive approach -> guide the timing and emphasize points in the discussions (effective
with information asymmetry)
Laissez-faire approach -> try not to influence where people focus attention
Consensus -> overeenstemming
Dissensus -> gebrek aan overeenstemming
Divergence -> search possible issues or solutions
Convergence -> select the issue or problem
Team discussions:
- opening phase -> facilitator introduces, explains design and expected end result
- Divergence phase -> team members verbalize ideas, facilitator summarizes them
- Convergence phase -> team works towards a shared understanding
- Reaching closure -> writing and handing over a report to the client
Parking lot = to do list
Groan zone = transition between divergence and convergence
Wicked issues have innumerable causes, are tough to describe and don’t have a right
answer and they are a symptom of another problem
Organizations identity:
- Values -> what is important
- Competencies -> what does the company do better than others
- Aspirations -> how does the company envision and measure success
PPG:
- Operational excellence -> cost efficiency and quality
- Differentiation -> technology based innovation and services
- Generate cash to support strategic initiatives
Week 2:
Pure consultant -> Breath of expertise in topic
Facilitator consultant -> Processing the information
Avoid cognitive biases:
- Raising awareness
- Help people go from system 1 to system 2 thinking
1. Motivational strategies
2. Cognitive strategies (mental) (think harder and formal training)
Week 1:
Modeling process: create understanding of the problem & obtain data
System 1: an answer suddenly springs to mind (intuitiveness)
System 2: require more difficult information processing to arrive at conclusions
Biases
- Overconfidence bias = people hold an exaggerated belief in what they can do or
control (stubbornly optimistic people)
- Availability bias = place too much emphasis on the information that is most readily
available
- Sunk cost bias = escalate commitment to a failing course of action
- Confirmation bias = favor information that supports their current beliefs and dismiss
evidence that challenges them
- Anchoring bias = people rely too much on one piece of information when making
decisions (discounts was 60, now 30 -> cheap (still expensive)
- Representativeness bias = ignore relevant statistical information
- Narrow frame bias = collect evidence that is consistent with the initial view
- Conjunction fallacy/bias = A and B will happen instead of A or B happening
Cognitive/epistemic motivation = willingness to expend effort
Social motivation = the individual preference for outcomes
Prosocial behavior = motivated to seek consensus, joint outcomes and fairness (common
good)
Proself behavior = most concerned with achieving their own goals
- Leads to:
1. Low likeness that the team will advance joint goals
2. Information is biased -> no creative solutions
3. Produces winners and losers -> less commitment to group
High cognitive motivation & prosocial = effective team decision making
High cognitive motivation & proself = argue their point and get what they want
Affective conflict -> team members feel that their ideas are challenged by others
Having an elephant in the room -> avoiding a certain topic
Groupthink -> there is a group norm that no one is questioning
Cognitive conflict often lead to affective conflict
Facilitator attitudes:
1. Helping = client’s problem is central, facilitator is trying to help
2. Neutrality = the facilitator is neutral about the information discussed by team
members
3. Inquiring = onderzoekend
- Asking questions to increase insights
, - Attempting answers to help the group achieve its tasks
- Positive and negative reactions to manage social aspects
4. Relational engagement = content can influence relations, make sure that all relevant
info is brought to the table and that there is trust (psychological safety) in the
organization
5. Self-reflexivity = Not the facilitators but the team members should have an intimate
understanding of the subject
Directive approach -> guide the timing and emphasize points in the discussions (effective
with information asymmetry)
Laissez-faire approach -> try not to influence where people focus attention
Consensus -> overeenstemming
Dissensus -> gebrek aan overeenstemming
Divergence -> search possible issues or solutions
Convergence -> select the issue or problem
Team discussions:
- opening phase -> facilitator introduces, explains design and expected end result
- Divergence phase -> team members verbalize ideas, facilitator summarizes them
- Convergence phase -> team works towards a shared understanding
- Reaching closure -> writing and handing over a report to the client
Parking lot = to do list
Groan zone = transition between divergence and convergence
Wicked issues have innumerable causes, are tough to describe and don’t have a right
answer and they are a symptom of another problem
Organizations identity:
- Values -> what is important
- Competencies -> what does the company do better than others
- Aspirations -> how does the company envision and measure success
PPG:
- Operational excellence -> cost efficiency and quality
- Differentiation -> technology based innovation and services
- Generate cash to support strategic initiatives
Week 2:
Pure consultant -> Breath of expertise in topic
Facilitator consultant -> Processing the information
Avoid cognitive biases:
- Raising awareness
- Help people go from system 1 to system 2 thinking
1. Motivational strategies
2. Cognitive strategies (mental) (think harder and formal training)
