A642.5.4.RB_SchreterPaul

            Kotter brings on the idea of creating a sense of urgency around a problem to attract volunteers to tackle the problem. (Kotter, 2012) Sunstein and Hastie bring on the idea on fallacies certain groups exhibit and some methods to conquering those fallacies. (Sunstein & Hastie, 2014) This blog will first look at Kotter’s idea on forming the group, followed by Sunstein and Hastie’s methods to better promote innovation, and finally how this could be applied in a military setting.

            Kotter mentions that an accelerator for a new innovation or strategy is to build and maintain a guiding coalition. A guiding coalition is “made up of volunteers from throughout the organization.” (Kotter, 2012) When actively seeking out people to tackle a problem, if they volunteer they are more likely to show commitment and express genuine concern for the problem. Carolyn expressed how Embry-Riddle takes on the same strategy by stating, “I know for a fact many of my own co-workers, and even my own supervisor, have been asked to volunteer on different boards and task groups to help brainstorm, review, analyze and provide feedback for different innovation incentives. Depending on the problem or issue, people from various departments are invited to provide input and opinions based on their expertise, experience and skills.” (Palugod, 2015) Having a varied perspective on a problem allows for a diverse set of possible solutions, solutions that may not have otherwise been created. However bringing a group together to tackle a common problem doesn’t necessarily lead to success.

            Sunstein and Hastie brought forth the idea that groups have any number of issues that can lead to groupthink or a derailment of some sort. One possible method to ensure all aspects and ideas are being considered is to have a devils advocate within the group. A devils advocate is someone who “takes a position they do not necessarily agree with (or simply an alternative position from the accepted norm), for the sake of debate or to explore the thought further.” (Devil's advocate, 2015) When a group is threatened with groupthink, devils advocates are likely to bring up alternative views that people will be forced to consider and to properly weight the options. A second possible method to ensure a better functioning group and promote innovation is so silence the leader. It is said “leaders often promote self-censorship by expressing their own views early, thus discouraging disagreement.” (Sunstein & Hastie, 2014) This directly causes groupthink and so it is recommended that leaders (or anyone who tends to be more extroverted) be silent at first to encourage those more introverted to contribute. Sometimes it’s the quiet ones that tend to be the most genius.

            So how can these two studies be used and applied within the military setting? The first step is to have a call to action around a particular problem and seek volunteers. For example the SAPR (sexual assault prevention and response) was created in the United States Air Force to assist victims of sexual assault, primarily an all-volunteer group. The second step is to facilitate an environment that encourages innovative thought and contributions. Within a military setting, similar to Sunstein and Hastie’s silencing the leader idea would be to hide military rank. VA’s come from all ranks within the enlisted and officer force structure, however all VA’s share the same goal and are considered to be equal with one another. By removing rank from the equation, people will not feel obligated to agree with someone due to their rank.

            Reviewed were Kotter’s ideas of forming a group around a problem or common cause, followed by Sunstein and Hastie’s ideas of preventing groupthink and better coming up with ideas, and finally how some of these ideas can be applied in the military setting. Nearly everyone within an organization has something to offer, but only to the causes that they care about. When you seek a volunteer group of people who fight for what they believe, a beautiful growth of ideas will emerge.

References

Devil's advocate. (2015, April 3). Retrieved 2015, from Wikipedia: http://en.wikipedia.org/wiki/Devil%27s_advocate

Kotter, J. (2012). Accelerate. Harvard Business Review , 44-58.

Palugod, C. (2015). A642.5.2.DQ - Accelerate. MSLD 642.

Sunstein, C., & Hastie, R. (2014). Making dumb groups smarter. Harvard Business Review , 90-98.