DOCSLIB.ORG

Čo Je Facilitácia?

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Čo Je Facilitácia? FACILITÁCIA Ako viesť stretnutia, rozhodovať v skupine a spoločne plánovať DUŠAN ONDRUŠEK, KAROLÍNA MIKOVÁ (Eds.) Facilitácia © PDCS, o. z., 2009 Autori: PhDr. Dušan Ondrušek, CSc. ing. arch. Karolína Miková Mgr. Mirka Hapalová Všetky práva vyhradené. Žiadna časť tohto materiálu nesmie byť nijakým spôsobom reprodu- kovaná alebo rozmnožovaná bez predchádzajúceho písomného súhlasu PDCS. PDCS,o.z. je nezávislá, mimovládna organizácia, ktorá poskytuje profesionálne vzde- lávacie, konzultačno-poradenské služby a vydáva publikácie. PDCS pôsobí na Slovensku od roku 1991, spočiatku ako akademický program, neskôr ako samostatná nezisková organizácia s akreditáciou Ministerstva školstva SR na výučbu rôznych tematických zameraní. PDCS je súčasťou siete podobných inštitúcií PDCI v 17 krajinách sveta so sídlom v Bruseli. Poslaním PDCS je spoluvytvárať a posilňovať demokratickú kultúru, šíriť participatívne prístupy a mechanizmy na dialóg a predchádzanie konfliktom v najširšom slova zmysle, po- moc v rozvojových programoch a sprostredkovanie kultivovaného dialógu medzi rôznymi zá- ujmovými skupinami. K úspešným programom PDCS patria napríklad: príprava sprostredkovateľov a roz- hodcov v oblasti kolektívneho vyjednávania, dlhodobé tréningy a konzultácie pre organizačný rozvoj, rozvojové programy, vzdelávanie v oblasti vzťahov menšín a väčšiny, medzisektorový dialóg v rozvojových projektoch. Tréningové kurzy PDCS od roku 1996 absolvovalo vyše 20 000 účastníkov na Sloven- sku a v 40 krajinách sveta. PDCS vydalo 11 vlastných knižných publikácií, z nich najväčší ohlas získali Čítanky pre neziskové organizácie, (ktoré boli viackrát vydané a preložené do rôznych jazykov) a Tréning? Tréning (zážitkové vzdelávanie). ČO JE FACILITÁCIA? ....................................................................................... 3 Facilitácia v užšom a širšom kontexte ................................................................... 4 Bazálna a rozvojová facilitácia ............................................................................. 6 Princípy facilitácie ............................................................................................... 7 FACILITAČNÉ ŠTÝLY ....................................................................................... 8 Dve dimenzie facilitačného štýlu .......................................................................... 8 Moc a facilitačný štýl ......................................................................................... 10 JAVY A SOCIÁLNO-PSYCHOLOGICKÉ ZÁKONITOSTI FUNGOVANIA MALÝCH SKUPÍN ......................................................................................................... 16 Procesné straty v práci malých skupín ................................................................ 16 Podmienky pre efektívny dialóg v malých skupinách ........................................... 22 HLASOVANIE ................................................................................................. 26 Tyrania väčšiny- tyrania menšiny? ..................................................................... 30 Pravidlá pre bezproblémové hlasovanie .............................................................. 32 BRAINSTORMING A ĎALŠIE NÁSTROJE DIVERGENTNÉHO MYSLENIA ....... 36 Postup ............................................................................................................. 36 Časté chyby pri brainstormingu ......................................................................... 38 Verzie brainstormingu a divergentného myslenia ................................................ 42 NOMINÁLNE TECHNIKY A ĎALŠIE KONVERGENTNÉ NÁSTROJE .................. 47 Nominálne postupy ........................................................................................... 47 Nominácia výberom .......................................................................................... 51 Kriteriálne postupy ............................................................................................ 60 Párové porovnanie ............................................................................................ 63 Objektívny oponent .......................................................................................... 65 SPOLOČNÉ PLÁNOVANIE .............................................................................. 69 Príprava procesu ............................................................................................... 72 Možnosti dizajnu spoločného plánovania ............................................................ 75 Na čo si dať pozor pri spoločnom plánovaní ....................................................... 79 Príklad: Dizajn procesu prípravy stratégie rozvoja cestovného ruchu v mikro-regióne piatich obcí na Južnej Morave v rámci projektu „Záhrada Európy“ ....................... 82 Príloha 1: Kompetencie facilitátora .............................................................. 86 Príloha 2: Slovníček skratiek, špecifických a slangových výrazov užívaných komunitou facilitátorov................................................................................86 ODPORÚČANÁ LITERATÚRA V SLOVENČINE A ČEŠTINE .............................. 97 © PDCS, 2009 1 ODPORÚČANÉ WEBOVÉ STRÁNKY K PROBLEMATIKE FACILITÁCIE A PROCESOVEJ EXPERTÍZY ........................................................................ 102 © PDCS, 2009 2 ČO JE FACILITÁCIA? Definovať facilitáciu nebude jednoduché. Bolo by fajn, keby mala slovenčina pre túto činnosť jednoznačný a vystihujúci výraz. Cudzo znejúcim pojmom „facilitácia“, „facilitátor“ „fa- cilitatívny“ by sme sa vyhli. Ale nie je tomu tak. Všetky slovenské výrazy, ktoré sa doteraz namiesto pojmu „facilitácia“ pokusne používali – ako: uľahčovanie, riadenie procesov, proce- sová pomoc, moderovanie - nie sú celkom vystihujúce. Nakoniec sme sa rozhodli ostať pri pojme facilitácia. Nazvali sme tak celú publikáciu a budeme ho používať radšej než iné, aj keď sme ho pred dvadsiatimi rokmi nepoznali a niektorým ľuďom píli uši dodnes. Predpokla- dáme, že namiesto tvorby nejakého umelého novotvaru si slovenčina pojmy facilitácia, facili- tátor, facilitatívny hádam osvojí a o dvadsať rokov ich bude požívať s rovnakou samozrejmosťou ako sa dnes používajú podobne poslovenčené pojmy typu - programovanie, mailovanie, xeroxovanie. Pojem facilitácia sa používa vo viacerých významoch – označuje krátkodobú i dlhodobú činnosť. Označuje vedomé konanie postavené na opísateľných krokoch a postupoch. Je ale tiež označením zručnosti, používa sa na opísanie spôsobilosti práce so skupinovou dynamikou. Zručnosti, ktorá sa týka aj práce s emóciami a postojmi v skupine, zručnosti, ktorú nemožno vo všetkých aspektoch opísať len v podobe operacionálnych, mera- teľných krokov. Pod facilitáciou máme na mysli činnosť jednotlivca alebo inštitúcie, ktorá má za cieľ uľahčiť komunikáciu v skupine alebo v komunite, poskytovať taký typ procesovej expertízy, ktorá umožní skupine, či komunite dohodnúť sa, rozhodovať a plánovať s využitím účasti zainteresovaných. A v takejto stručnej definícii sú už obsiahnuté ďalšie pojmy, ktoré vyžadujú podrobnej- šie vymedzenie. Čo máme na mysli pod „procesovou expertízou“? Prečo sa v definícii spomí- na rovnako „skupina“ aj „komunita“? A čo presne máme na mysli, keď zdôrazňujeme participatívnosť , keď spomíname „využitie účasti zainteresovaných“? Ku všetkým vysvetle- niam sa postupne dostaneme, zatiaľ skúsime pochopiť pojem facilitácia na základe toho ako sa používa v rôznorodých kontextoch. Úplne doslovný preklad pojmu facilitácia vychádzajúci z etymológie je: uľahčovanie, urýchľovanie. Základ slova pochádza z latinského koreňa facilitas , (adjektívum facilis, verbum facere) ktoré sa rozšírilo cez francúzske facilité. Pojmy facilitácia, facilitátor, facilitačný sa rozšírili do rôznych profesionálnych odvetví a používajú sa v podobnom, ale vždy špecifickom význame. V neurolfyziógii sa pod neurálnou facilitáciou rozumie jav ku ktorému dochádza pri odovzdávaní informácií v zakončeniach neurónu. trvá vždy asi. Počas krátkeho momentu asi 100 milisekúnd dochádza k zvýšeniu postsynaptického potenciálu, ktorý je aktivovaný na zá- klade ďalšieho impulzu. V biznise a obchodných vzťahoch sa používa termín obchodná facilitácia (trade facili- tation). Rozumie sa ním štandardizácia a harmonizácia opatrení a procesov obchodného sty- ku, ktoré umožňujú čo najľahší a najrýchlejší presun tovarov a služieb cez hranice. Vďaka obchodnej facilitácii sa uľahčuje medzinárodné obchodovanie a súčasne sa dodržujú nutné colné a bezpečnostné regulácie. V záujme týchto procesov štáty schvaľujú a odvolávajú sa na princípy obchodnej facilitácie. © PDCS, 2009 3 V pedagogike a vzdelávaní dospelých sa pod facilitáciou a facilitatívnym učením často myslí participatívne trénovanie, spôsob vzdelávania, ktorý neodovzdáva hotové poznatky, ale správne položenými otázkami provokuje skupinu , aby sama nachádzala nové riešenia. V špeciálnej pedagogike sa komunikačným facilitátorom označuje osoba, ktorá sprevádza zdra- votne postihnutého (napríklad človeka s rečovou poruchou) a keďže funguje ako sprostredko- vateľ, umožňuje človeku s postihom komunikovať s okolím. V riadení sa pod facilitáciou často rozumie usmerňovanie, vedenie, preberanie zodpovednosti v zmysle ukazovania smeru pod- riadeným, leadership, ktorý je postavený viac na supervízii než priamych pokynoch a kontrole zvonka. Ekologická facilitácia je profitovanie organizmu alebo rastliny z prítomnosti iného živé- ho subjektu. Napríklad novozasadený kávovník profituje z tieňa a ochrany, ktorý pre neho vy- tvára poblíž vysadený
Load more

Recommended publications
  • Ad Securitatem
    AD SECURITATEM The best essays by students at the Baltic Defence College during 2017/18 Contents Foreword .............................................................................................................................................. 2 BEST ESSAYS OF THE JOINT COMMAND AND GENERAL STAFF COURSE ................... 3 Is the Operational Planning Process Immune to the Pitfalls of Group Decision- Making? MAJ Jeff Allen .................................................................................................................... 4 Can small powers have grand strategies? MAJ Vitalijus Anisimenko .............................. 17 Is the network theory the most suitable for understanding terrorist radicalisation? MAJ Deimantas Čyžius ................................................................................................................... 28 If NATO deterrence fails, can the Baltics use unconventional warfare to overcome Russian occupation? MAJ Michael D. Hoffman ...................................................................... 40 Is social network theory the most suitable for understanding terrorist radicalisation within Europe? MAJ Sean Navin.................................................................................................. 52 BEST ESSAY OF THE CIVIL SERVANTS COURSE (CSC) ..................................................... 64 What are the future prospects of the eFP in the Baltic region? Mr. Marko Brügel ......... 65 How can Latvia enhance its societal resilience to better counter Russian propaganda?
    [Show full text]
  • Capitolo 8 Gruppo.Pdf
    Organizzazione Aziendale Capitolo 8, Gruppo: costruzione e dinamiche di Massimo Magni © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Livello di analisi •Organizzazione •Relazioni tra individui •Individuo © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Learning goal Evidenze dell’importanza del team Definizione Condizioni di utilizzo di un gruppo Tipi di gruppi Design e management di un gruppo efficace Soluzione delle patologie di gruppo © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Gruppo: importanza del fenomeno 1985 --> il 20 per cento delle attività in un’organizzazione si svolge in team 2015 --> questa percentuale supera l’80 per cento PERCHÉ? ● Vantaggio cognitivo (mettere a fattor comune le conoscenze individuali) ● Vantaggio motivazionale © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 quando si usa il gruppo invece che l’individuo? • Problema complesso • Problema multidisciplinare • Problema con componente rilevante di creatività e innovazione • Problema che tocca una molteplicità di attori da coinvolgere • Quando le informazioni/competenze sono distribuite tra i membri del gruppo © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Gruppo: definizione Insieme di tre o più individui che interagiscono e dipendono gli uni dagli altri per il raggiungimento di un obiettivo comune e che si riconoscono e sono riconosciuti come entità sociale unica. In altre parole: • I membri del gruppo condividono gli stessi obiettivi • Il gruppo sviluppa ruoli e relazioni interne • Il gruppo esiste quando gli individui riconoscono se stessi come membri e la sua esistenza è riconosciuta dall’esterno • Si basa sul processo di aggiustamento diretto e reciproco tra attori interdipendenti © EGEA S.p.A.
    [Show full text]
  • Paradoxes Situations That Seems to Defy Intuition
    Paradoxes Situations that seems to defy intuition PDF generated using the open source mwlib toolkit. See http://code.pediapress.com/ for more information. PDF generated at: Tue, 08 Jul 2014 07:26:17 UTC Contents Articles Introduction 1 Paradox 1 List of paradoxes 4 Paradoxical laughter 16 Decision theory 17 Abilene paradox 17 Chainstore paradox 19 Exchange paradox 22 Kavka's toxin puzzle 34 Necktie paradox 36 Economy 38 Allais paradox 38 Arrow's impossibility theorem 41 Bertrand paradox 52 Demographic-economic paradox 53 Dollar auction 56 Downs–Thomson paradox 57 Easterlin paradox 58 Ellsberg paradox 59 Green paradox 62 Icarus paradox 65 Jevons paradox 65 Leontief paradox 70 Lucas paradox 71 Metzler paradox 72 Paradox of thrift 73 Paradox of value 77 Productivity paradox 80 St. Petersburg paradox 85 Logic 92 All horses are the same color 92 Barbershop paradox 93 Carroll's paradox 96 Crocodile Dilemma 97 Drinker paradox 98 Infinite regress 101 Lottery paradox 102 Paradoxes of material implication 104 Raven paradox 107 Unexpected hanging paradox 119 What the Tortoise Said to Achilles 123 Mathematics 127 Accuracy paradox 127 Apportionment paradox 129 Banach–Tarski paradox 131 Berkson's paradox 139 Bertrand's box paradox 141 Bertrand paradox 146 Birthday problem 149 Borel–Kolmogorov paradox 163 Boy or Girl paradox 166 Burali-Forti paradox 172 Cantor's paradox 173 Coastline paradox 174 Cramer's paradox 178 Elevator paradox 179 False positive paradox 181 Gabriel's Horn 184 Galileo's paradox 187 Gambler's fallacy 188 Gödel's incompleteness theorems
    [Show full text]
  • Building an Ethical Small Group (Chapter 9 of Meeting the Ethical Challenges of Leadership) Craig E
    Digital Commons @ George Fox University Faculty Publications - School of Business School of Business 2018 Building an Ethical Small Group (Chapter 9 of Meeting the Ethical Challenges of Leadership) Craig E. Johnson George Fox University, [email protected] Follow this and additional works at: https://digitalcommons.georgefox.edu/gfsb Part of the Business Commons, and the Ethics and Political Philosophy Commons Recommended Citation Johnson, Craig E., "Building an Ethical Small Group (Chapter 9 of Meeting the Ethical Challenges of Leadership)" (2018). Faculty Publications - School of Business. 94. https://digitalcommons.georgefox.edu/gfsb/94 This Article is brought to you for free and open access by the School of Business at Digital Commons @ George Fox University. It has been accepted for inclusion in Faculty Publications - School of Business by an authorized administrator of Digital Commons @ George Fox University. For more information, please contact [email protected]. Building a11 Ethical Small Group Cooperation is the thorough conviction that nobody can get there unless everybody gets there. -AUTHOR VIRGINIA BURDEN TOWER Never underestimate a minority. -BRITISH PRIME MINISTER WINSTON CHURCHILL WHAT'S AHEAD This chapter examines ethical leadership in the small-group context. To help create groups that brighten rather than darken the lives of participants, leaders must foster individual ethical accountability among group members, ensure ethical group interac­ tion, avoid moral pitfalls, and establish ethical relationships with
    [Show full text]
  • Revisiting the Abilene Paradox: a Reflection on Group Dynamics ©Copyright by Robert (Bob) Lucas
    Revisiting the Abilene Paradox: A Reflection on Group Dynamics ©copyright by Robert (Bob) Lucas In 1988, George Washington University professor Jerry Harvey wrote the book The Abilene Paradox. Today the book and a video based on it are still being used to train employees in all types of organizations. The strength of the message is why the book is still viable in today’s business market. It provides insights into, among other issues, why people make bad decisions, why group think often pushes us in the wrong direction, why conflict often erupts in groups and between two people and why organizations struggle to be competitive. The central theme in the Abilene Paradox is a story told by Harvey of a how he spent a hot July day with his family in Coleman Texas in the late 1950s. According to Harvey, the temperature was 104 degrees, the wind was blowing the Texas topsoil around, and their car was a non-air-conditioned 1958 Buick. As he and his wife, mother-in-law and father-in-law sat around on the back porch sipping cold lemonade, his father-in-law made the sudden announcement, “Let’s get in the car and go to Abilene and have dinner at the cafeteria.” Harvey’s internal reaction was not a receptive one, however, his wife and ultimately his mother-in-law agreed. Not wanting to be the only dissenting voice, he also reluctantly agreed. The four-hour, 106 mile roundtrip trip was a disaster with excruciating heat and dust and poor food quality at the cafeteria.
    [Show full text]
  • List of Paradoxes 1 List of Paradoxes
    List of paradoxes 1 List of paradoxes This is a list of paradoxes, grouped thematically. The grouping is approximate: Paradoxes may fit into more than one category. Because of varying definitions of the term paradox, some of the following are not considered to be paradoxes by everyone. This list collects only those instances that have been termed paradox by at least one source and which have their own article. Although considered paradoxes, some of these are based on fallacious reasoning, or incomplete/faulty analysis. Logic • Barbershop paradox: The supposition that if one of two simultaneous assumptions leads to a contradiction, the other assumption is also disproved leads to paradoxical consequences. • What the Tortoise Said to Achilles "Whatever Logic is good enough to tell me is worth writing down...," also known as Carroll's paradox, not to be confused with the physical paradox of the same name. • Crocodile Dilemma: If a crocodile steals a child and promises its return if the father can correctly guess what the crocodile will do, how should the crocodile respond in the case that the father guesses that the child will not be returned? • Catch-22 (logic): In need of something which can only be had by not being in need of it. • Drinker paradox: In any pub there is a customer such that, if he or she drinks, everybody in the pub drinks. • Paradox of entailment: Inconsistent premises always make an argument valid. • Horse paradox: All horses are the same color. • Lottery paradox: There is one winning ticket in a large lottery. It is reasonable to believe of a particular lottery ticket that it is not the winning ticket, since the probability that it is the winner is so very small, but it is not reasonable to believe that no lottery ticket will win.
    [Show full text]
  • Deepening Democracy the Real Utopias Project
    Deepening Democracy The Real Utopias Project Series editor: Erik Olin Wright The Real Utopias Project embraces a tension between dreams and practice. It is founded on the belief that what is pragmatically possible is not fixed independently of our imaginations, but is itself shaped by our visions. The fulfillment of such a belief involves ‘real utopias’: utopian ideals that are grounded in the real potentials for redesigning social institutions. In its attempt at sustaining and deepening serious discussion of radical alternatives to existing social practices, the Real Utopias Project examines various basic institutions – property rights and the market, secondary associations, the family, the welfare state, among others – and focusses on specific proposals for their fundamental redesign. The books in the series are the result of workshop conferences, at which groups of scholars are invited to respond to provocative manuscripts. Volume I ASSOCIATIONS AND DEMOCRACY Joshua Cohen and Joel Rogers Volume II EQUAL SHARES: MAKING MARKET SOCIALISM WORK John E. Roemer Volume III RECASTING EGALITARIANISM: NEW RULES FOR COMMUNITIES, STATES AND MARKETS Samuel Bowles and Herbert Gintis Volume IV DEEPENING DEMOCRACY: INSTITUTIONAL INNOVATIONS IN EMPOWERED PARTICIPATORY GOVERNANCE Archon Fung and Erik Olin Wright Deepening Democracy Institutional Innovations in Empowered Participatory Governance The Real Utopias Project IV ———————N——————— ARCHON FUNG and ERIK OLIN WRIGHT with contributions by Rebecca Neaera Abers, Gianpaolo Baiocchi, Joshua Cohen, Patrick
    [Show full text]
  • Self-Sacrificial Behavior in Information Cascades
    Self-sacrificial Behavior in Information Cascades 7.5 ECTS Artficial Intelligence Bachelor Thesis Olav Pelzer Dr. Erik Stei Dr. Rachel Boddy Author Supervisor & Reviewer Second Reviewer July 15th, 2020 Abstract In sequential decision making, information cascades occur when agents base their decisions on the actions of other agents, ignoring their own observations. This can cause rational agents to perform sub-optimally at group level. The problem seems to stem from a disbalance in on one hand providing new information for the group (independent behavior), and other the other hand making use of this publicly available information (dependent behavior). Carried out in extremes, the first type of behavior would ignore potentially useful information, while the latter would lead to possibly incorrect herding-behavior. In this thesis, I investigate how in-group agents should ideally balance out the use of publicly accessible information, so that they can maximize their result as a group. A solution is provided for a specific example of sequential decision making, known as the urn problem. The main finding is that a perfect balance indeed exists, and that the information provided by early actors contributes the most to the opti- mal group result. Keywords: information cascade, sequential decision making, self-sacrificial behav- ior, rational agent, group behaviour, incomplete information, game theory. 1 Contents 1 Introduction3 2 Information Cascades6 2.1 Urn Problem - Informal Analysis....................6 2.2 Urn Problem - Bayesian Analysis....................8 2.3 Definitions and Characteristics...................... 10 2.3.1 Cascade Likelihoods....................... 10 2.3.2 Cascade Fragility......................... 12 3 Group Results of Information Cascades 14 3.1 Two Extremes..............................
    [Show full text]
  • Milorad Novicevic, Ph.D
    Milorad Novicevic, Ph.D. Associate Professor of Management Academic Background Ph.D. University of Oklahoma, Norman, OK, Management, 2001. M.B.A. Metropolitan State University, St Paul, MN, 1995. BSEE University of Belgrade, Belgrade, Yugoslavia, 1978. Academic Experience Associate Professor of Management, University of Mississippi, School of Business (2007 - Present), University, Mississippi. Assistant Professor of Management, University of Wisconsin, LaCrosse (2000 - 2003), Lacrosse, Wisconsin. Teaching/Research Assistant (Management), University of Oklahoma (1997 - 2000), Norman, Oklahoma. Non-Academic Experience National Vice President, MTC (1991 - 1997), St. Paul, Minnesota. Director International Market Development, Centroexport (1990 - 1991), Belgrade, Yugoslavia. Marketing Director, CAPPS (1983 - 1990), Belgrade, Yugoslavia. Regional Marketing Supervisor, Brown & Williamson-Europe (1981 - 1983), Brussels, Belgium. Joint Venture Research Coordinator, Institute for Planning and Management Systems (1978 - 1981), Belgrade, Yugoslavia. Refereed Articles Humphreys, J., Atinc, G., Hayek, M., Loncar, D., & Novicevic, M. (in press, 2019). An Integrated Framework of Market and Nonmarket Strategies for Demoralized Transition Economies. Journal of Eastern European Management Studies. Lugar, C., Garrett-Scott, S. M., Novicevic, M., Popoola, T., Humphreys, J., Albert Mills, St.Mary's University, Canada (in press, 2019). The Historic Emergence of Intersectional Leadership: Maggie Lena Walker and the Independent Order of St. Luke". Leadership. Novicevic, M., Marshall, D., Humphreys, J., & Seified, C. (in press, 2018). Both loved and despised: Uncovering a process of collective contestation in leadership identification. Organization. Beebe, G., Novicevic, M. M., Holland, J., & Poopola, I. T. (in press, 2018). Entrepreneurial Public Leadership: 5As Framework for Wellness Promotion. Management Decision. Humphreys, J., Hayek, M., Novicevic, M., Pane, S., & Pickens, J. (in press, 2018).
    [Show full text]
  • Team Decision Making 7 Pitfalls and Solutions Chapter Chapter
    Team Decision Making 7 Pitfalls and Solutions CHAPTER CHAPTER In 2015, German car company, Volkswagen was involved in a massive corporate scandal: Volkswagen cars with “clean diesel” engines tested by laboratories in the United States and Europe contained a “defeat device” program in the engine software. Specifically, the software sensed when the car was being driven under test conditions and then activated equipment that reduced emissions. When these “clean diesel” engines ran normally during regular driving, the software turned the “defeat device” equipment off, thereby increasing toxic emissions to more than 40 times the legal limits. One such toxin, nitrogen oxide, is a pollutant that has been found to cause bronchitis, emphysema, and other respiratory diseases. Experts speculated that the “defeat device” was installed to gain a competitive advantage for VW vehicles—seemingly low exhaust emissions on a vehicle that still could save fuel and give the driver high torque and acceleration would have broad market appeal. The cheat device affected 11 million cars worldwide and pumped between 250,000 to 1 million extra tons of harmful emissions into the air each year. Thirty managers were involved in the cheating and a variety of factors, including control by a tight-knit billionaire family, demands from powerful labor unions, and pressure from the German government, all seemed to play a role. Volkswagen heavily invested in producing a clean- diesel engine and failure to meet the standards required by American emissions tests would have embarrassed and frustrated company managers and engineers. The temptation to tweak software to dodge rules and achieve success was alluring to the confident, insular design team.
    [Show full text]
  • The Abilene Paradox: the Management of Agreement
    The Abilene Paradox: The Management of Agreement Jerry B. Harvey JERRY B. HARVEY is professor of management sci- father-in-law suddenly said, “Let’s get in the ence at the George Washington University in car and go to Abilene and have dinner at the Washington, D.C. He is a graduate of the Univer- cafeteria.” sity of Texas in Austin, where he earned an un- I thought, “What, go to Abilene? Fifty-three dergraduate degree in business administration and miles? In this dust storm and heat? And in an a Ph.D. in social psychology. unairconditioned 1958 Buick?” A member of the International Consultant’s But my wife chimed in with, “Sounds like Foundation, a Diplomate of the American Board a great idea. I’d like to go. How about you, of Professional Psychology, and a member of the Jerry?” Since my own preferences were obvi- O.D. Network, he has served as a consultant to a ously out of step with the rest I replied, wide variety of industrial, governmental, religious, “Sounds good to me,” and added, “I just hope and voluntary organizations. He has written a your mother wants to go.” number of articles in the fields of organizational “Of course I want to go,” said my mother-in- behavior and education and currently is involved law. “I haven’t been to Abilene in a long time.” in the exploration of moral, ethical, and spiritual So into the car and off to Abilene we went. issues of work. In the pursuit of that interest, his My predictions were fulfilled.
    [Show full text]
  • For Additions to This Section Please See the Media Resources Desk. for Availability Check the Library Catalog
    UNLV LIBRARY Adaptation and Innovation: Japanese MEDIA RESOURCES CATALOG Technology. BUSINESS & ECONOMICS Films for the Humanities Summer 2011 Explores the roles of adaptation and innovation in Japanese industry, showing (The) Abilene Paradox. how the Japanese have learned from the CRM Films (19??) West and overtaken their teachers. Explains mismanaged agreement Assesses the future of Japanese industrial within groups --- where a condition of poor leadership. communication causes counter-productive Video Cassette (30 min.) decisions. Not all group members are in T27 J3 A33 agreement, but go along with decisions because they think the rest of the group Affirming the Future. does agree. Helps you identify the National Audiovisual Center (1988) phenomenon and gives strategies for coping Discusses the history of affirmative with it. action programs since the early 1960s. Video Cassette (28 min.) Shows two companies which have made Guide (10 p.) affirmative action part of their corporate HD 30.23 A25 policy. Interviews corporate executives and government officials who have benefited Achieving Excellence. from affirmative action. Career Track (1988) Video Cassette (26 min.) Addresses the key elements of HF 5549.5 A34 A53 excellence-oriented management. Explains how to put the emphasis on customers, AFSA Focus Group. inspire a commitment to quality among your American Financial Services (1986) people, handle mistakes the right way, get Discussion group expresses opinions instant action on your ideas, give about pros and cons of consumer finance performance feedback, and many more companies. Differences between finance techniques. companies and banks are discussed from Video Cassette (1 hr. 31 min.) consumer's point of view. Group HD 31 H399 participants explain how and why they select finance companies.
    [Show full text]