The Denver Broncos has a business team that has functioned effectively since 1970 (last name, year, p.257). In merely three years time from 1987 to 1990, the company earned a total of three Super Bowl Awards for having produced game products that were totally sold out to the market (last name, year, p.257). The company had a staff that was able to generate as much as $183 million in year 2004, which led Forbes to claim that the company had been among “the best-run organizations in the NFL” (p.257). This was proven by “[t]he estimated value of the team [that] has risen from $320 million in 1998 to $683 million today” (p.257).
The group handled decisions and tasks that were related to community relations, corporate partnerships, broadcasting, merchandising, advertising, promotions, and special events among others (p.257). Because of this, many were curious as to how the team handled them.
Question and Answer
1. Describe the decision-making process at the Denver Broncos’ marketing group. Why is the group decision process beneficial for this organization? The decision-making process at the Denver Broncos’ marketing group was one that reflected a huge, complicated array, as mentioned above. However, through the apt implementation of group values during helpful events like during brainstorming and participative meetings, the team was able to handle even the most difficult situation in the marketing world of business.
These group values were said to have been significant, especially during events wherein several marketing areas required members to decide and act accordingly, such as in events like game-day promotions. The execution of team values also motivated the team members, making them more cooperative even beyond the brainstorming process, as well as, more flexible to changes and abrupt modifications. The group decision process appeared to be beneficial to this organization because it extended the capacity of the group to do profit even in most tight situations. This can be reflected in the words of James Merilatt, the marketing communications coordination who stated, “We’ll debate it back and forth and sometimes it will get pretty heated, but it’s never a personal thing.
Ultimately, you get all sides out on the table and everybody’s comfortable with the decision once that decision is made.” (last name, year, p.257) For this, the team was able to reach the final stage of group development, which is the “control and organization” stage, wherein the team already has the ability to take control of the situation even in circumstances that reveal great complexity of the problem, scarcity of the available solutions, as well as intricacy of the tasks. To be exact, this type of group decision process, which reflects strict observance of group values, appears to be beneficial to any type of group or team, especially in the area of business.
2. What aspects of the marketing group lead to high decision quality and high effectiveness? What factors might potentially reduce decision quality or effectiveness? The aspects or factors of the marketing group that can lead to high decision quality and high effectiveness include collaboration and mutual support, especially during brainstorming and other significant events, as well as, being highly motivated, flexible, and cooperative (p.257). It also includes the members’ diversity of talents, interests, and perspectives for a more well-rounded discussion, as well as, strong norms that lead to excellent group performance.
This means that, apart from personal objectives, the core of the team’s objectives should spell out what is best for the whole team in the long run. This leads to cohesiveness, making the team stronger and more flexible to changes. On the other hand, factors that are more likely to potentially reduce decision quality or effectiveness include lack of planning and communication, as well as, lack of collaboration and mutual support. Dishonesty and being unapproachable and unreceptive are also among the list of destructive factors.
Being closed minded could also prevent the team from coming up with a good plan that they can exhibit well. It is also not good for the team members to be similar in terms of talents, interests, and perspectives, since it should have created diversity, which is very helpful, especially when making decisions. Last but not the least are poor norms, the tendency to groupthink, and the tendency to be disorganized and unsystematic; work should not be seen as something that is boring.
3. How does the Denver Broncos’ marketing group avoid groupthink? In your opinion, is there anything else the group could do to decrease the chances of groupthink? Explain your answer. The Denver Broncos’ marketing group avoids groupthink by trying to encourage members to counteract the opinions or positions of the other team members, and by not hesitating to express opposite views with that of a member or members. This can be very beneficial to the group because it creates and encourages a diverse and well-rounded environment, making it essential for growth, flexibility, and success.
As Merilatt stated, “I tend to be the counterculture kind of guy. We’re very supportive of each other but if we have a point or we think one of our ideas could really improve project… we’re all pretty open to that. Sometimes you just have to agree to disagree” (p.257). In my opinion, another step that a group could implement in order to decrease the chances of groupthink, aside from counteracting and encouraging diversity, is to be more creative, expressive and honest about issues and opinions.
Because they discourage the likelihood of groupthink, the team comes up with more and better ideas to solve issues amidst a complex and challenging environment. Still, in order to be creative and diverse, one should be knowledgeable in every aspect. This leads to another step necessary in encouraging diversity, which is accumulation of facts and ideas. It is evident that, in order to be more diverse in a team, members should be industrious, inquisitive, and sharp.
