Reference no: EM131743332

Effective Group Decisions at the Denver Broncos* Based on the case, Effective Group Decisions at the Denver Broncos, please provide in-depth answers to the following three questions: 1. (a) Describe the decision making process at the Denver Broncos' marketing group in detail. (b) Why is the group decision process beneficial for this organization? 2. (a) What characteristics/aspects of marketing group contribute to high quality decision and high effectiveness at the Denver Broncos? (b) What factors might potentially reduce decision quality or effectiveness of theis group? 3. (a) How does the Denver Broncos' marketing group avoid groupothink? (b) What are the other things the group could do to decrease the chances of groupthink? Explain your answer. EFFECTIVE GROUP DECISIONS AT THE DENVER BRONCOS The Denver Broncos function effectively as a team, traveling to the Super Bowl six times and winning in 1997 and 1998. the team is popular with its fans too--every Broncos game since 1970 has been a sellout. The Broncos staff is equally effective, generating revenues of $212 million this year. Forbes claims that the Broncos are among the best-run organizations in the NFL. The estimated value of the team rose from $320 million in 1998 to $994 million ten years later. The Broncos' marketing group handles a vast array of decisions and tasks, from community relations, to corporate partenships, broadcasting, advertising, merchandising, publications, websites, special events, promotions, and more. Most of the decisions are made through collaboration and participative meetings. Derek Marlin, corporate partenships executive for the Broncos, says, "We will sit down and do different types of brainstorming...We will kind of bounce ideas back and forth off of each other." Collaboration and mutual support are essentil when one marketing event or one game-day promotion may involve managers from several diffeent areas within marketing. For example, Lynn Rosen, manager ffro Gameday Entertainment, states, "I plan events and i couldn't do that by myself." With members who are motivated, flexible, and cooperative, it's clear that the Denver Broncos' marketing group is in the final stage of group development, called "control and organization." Communication in mature groups is open and honest, yet supportive. "We'll debate it back and forth and sometimes it will get pretty heated, but it's never a personal thing." syas James Merilatt, marketing communications cordinator. "Ultimately, you get all "(When) you get all sides out on the table (then) everybod's comfortable with the decision." sides out on the table and andeverybod's comfortable with thedecision once the decision is made." Mature groups tend to make effective decisions. Another factor that improves decision quality is the diversity of talents, interests, and perspectives of the members of the marketing group. Strong group performance norms are yet another factor in this group's effectiveness. Group members make comments such as, "We all take pride in our work," "We are a part of a bigger picture," and "We are all heading toward the same goal," According to Marlin, "Most of the time, people have their own initiatives, but ...you've got to say, "What's going to be best for team?" Marlin's opinion is echoed by several of the marketing group membeers, who agree that "what's best for the team" is the most importnat factor in any decision. Sometimes "what's best for the team" may mean pleasing the fans, or the corporate sponsors, or the players, but it all ends up having a positive impact on revenues. Cohesiveness is an additional factor for enhancing group performance. For the Broncos' marketing group, cohesiveness arises from a common goal as well as shares fun. "It's a good support network," Rosen agrees, "Well all get along so well and that's what makes the job so fun." Coordinator of partenships Sandy Bretzlauf mentions that work friendships extend to personal time, saying, "We all get along really well inside and outside of work and do things (together) on the weekends and after work." Yet in spite of the group cohesiveness, members work hard to avoid the negative effects of groupthink. Merlatt states, "We don't have too much groupthink... I tend to be counterculture kind of guy." Merilatt's willingness to challenge the goup's thinking by acting as a devil's advocate can be very beneficial to the group. Amy Marolf, manager of corporate partner services, claims that group membeers are not hesitat to express dissenting opinions. She says, "We're very supportive of each other but if we have point or we think one of our ideas could reaaly improve (a coworker's) project... we're all pretty open to that." Merilatt has the same idea and he says, "Sometimes you just have to agree to disagree." Disagreement and a diversity of opinions, when expressed in a helpful way, are two important ways to prevent groupthink. While Broncos marketing staff members love their idel job and think of woks as fun, it's clear that they are effective decision makers, making them effective contributors to the management of their complex and challenging organizations.