Sleep Deprivation and Decision Making Teams
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Transcript of Sleep Deprivation and Decision Making Teams
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Academy of management review,2009, Vol. 34,No.1,56-66
CHRISTOPHER M BARNES
JOHN R HOLLENBECK
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Wh y study?S leep & S leep deprivationTypes of teams and effectsTypes of problems & solutionsR ole of organizational structureS ocial c h aracteristics of teamsC risis management teams
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Lack of t h eory explaining cause and
effects of sleep deprivation
S leep deprivation h as led to disastersin th e past
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CH ALLE NG ER SP ACE SHUTTLE DIS ASTER
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CHER NOBY L DIS ASTER
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M ANY OI L R IG EXPL OS ION S .
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A state of immobility wit h greatly reducedresponsiveness ,distinguis h ed from coma or
anest h esia by its rapid reversibility
H as a restorative effect on t h e brain
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A state of diminis h ed capacity induced bys h ortage of sleep
At an individual level:R educes cognitive abilities of t h e brain
C auses irritation and anger
S een most commonly in crisis situations, nig h tworkers.
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Article h igh ligh ts t h e effect of sleep deprivation onteams.
Teams /groups classified as:
F ully sleep deprived (all members are sleepdeprived)One rested member M ajority sleep deprived (more t h an fifty percentof th e members)One member sleep deprivedF ully rested
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E ffects are classified as:
Negligible : L ittle impact regardless of no. of sleepdeprived members
Negative linear effect: M ore t h e no. of sleep deprivedmembers, worse t h e team performance.
C onjunctive: A single sleep deprived member canmake t h e team perform like a fully sleep deprivedteam
Disjunctive: A single fully rested member can make t h ewh ole team perform as a fully rested team.
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Ot h er effects:
Impatience & irritability among members leads toinappropriate interpersonal be h aviour.
Task & relations h ip conflicts.
Affects team decision performance.
Negative impact on interaction between members
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Teams usually find t h emselves facing any of t h esetwo:
Decision making
P roblem solving
Th e solutions tend to h ave a demonstrability
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Th e extent to w h ich th e correctness of a solutionis obvious.
H igh demonstrability: Th e correctness of asolution can be verified before implementation
E x: S olutions involving mat h ematical calculationsh ave h igh demonstrability.
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Low demonstrability: Th e correctness of t h esolution(good/bad) can be determined only after
implementation.
E x: New product development
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Decision making:
Teams must c h oose among existing alternatives
R outine decision making: H igh demonstrability
Non- R outine decision making: Low
demonstrability
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P roblem solvingR equires innovation and creative t h inking
C onvergent problem solving- H igh demonstrability
Divergent problem solving- Low demonstrability
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C onvergent problem:H igh demonstrability
One member can easily convince h is team
Disjunctive effect
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Divergent problem :Low demonstrability
One member cannot easily convince h is team.
Negative linear effect
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H orizontal structure:P eople at t h e same level of expertise worktoget h er
One sleep deprived individual will not h ave a greatimpact on t h e teams performance.
But, if t h e sleep deprived individual is a specialistwh o cannot be substituted by anyone else, t h eteam can fail.
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Vertical structure:Th e decision making power lies wit h th e h ead.
If th e h ead is sleep deprived h is/ h er decisions arefinal and t h e entire team will be as bad as a fullysleep deprived one.
C onjunctive effect
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P syc h ological safetyIf members are not as h amed of dissent, a singlefully rested member can convince ot h er sleep
deprived members regarding decisions and t h ewh ole team would be as good as a fully restedteam.But if members are not psyc h ologically secure, a
single member cannot affect t h e teamsperformance.
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Attributional processes: Th e reasoning by teammembers as to w h y a member is sleep deprived.If th e team reasons t h at it is due to t h e work itself or factors beyond t h e members control, ot h erstend to contribute extra to compensate for t h esleep deprived members incapacity.But, if t h ey attribute sleep deprivation to
excessive social activities unrelated to work, t h ey
do not contribute.
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Th e leader plays an important role.
U sually, t h ese teams h ave low substitutability
C onvergent problem .
S leep deprivation h as a conjunctive effect in suc h teams.
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