Microsoft Word Chapter 1 done doc

 
Provide For Evaluation And Accountability :
After the plan has been implemented and sufficient time has 
elapsed for it to have an effect, the group should reconvene and 
discuss evaluation and accountability. Have the agreed upon 
actions been carried out? Have people done what they said they 
would do?
Decision-making Problems and Pitfalls : 
 
The way that people think, both as individuals and 
collectively within organizations, affects the decisions that they 
make, in ways that are far from obvious and rarely understood. 
John Hammond, Ralph Keeney and Howard Raiffa writing in the 
Harvard Business Review have provided some of the most 
intriguing research and insights in this area. (See John S. 
Hammond, Ralph L. Keeney and Howard Raiffa, The Hidden 
Traps in Decision-making, Harvard Business Review, September-
October 1998.)
Although bad decisions can often be traced back to the way 
the decisions were made (the alternatives were not clearly defined; 
the right information was not collected; the costs and benefits were 
not accurately weighed), the fault sometimes lies not in the decision 
making process, but in the mind of the decision maker. 
 
Fragmentation : 
• 
This occurs when people are in disagreement, either with 
their peers or their superiors in the organization.
• 
Usually, the expression of emerging dissent is disguised or 
suppressed, although it may appear as ‘passive aggression.’

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• 
Dissenting opinion can often fester in the background, for 
example, mentioned informally in conversation, rather than 
clearly raised in formal situations, such as meetings. 
• 
Each of the fragmented groupings – and there may be 
several – often show a confirmation bias. In other words, 
they evaluate incoming information to support initially held 
opinions, rather than viewing it more objectively.
• 
Fragmentation is corrosive, hindering effective analysis and 
decision making.
• 
Fragmentation can worsen when the views of one grouping 
are dominant.
• 
Fragmentation feeds off itself in a feedback loop, with any 
move to break it cynically seen as an attempt to gain 
dominance by one side or faction. It can, therefore, become 
locked-in to the organization, and be extremely difficult to 
reverse.