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BELDEN - Sending all the right signals

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Be the first to add this to a list. Comments and reviews What are comments? Managers tend to project their increased confidence in their personal abilities onto their idea, even when ideation is not the key competence of a manager. We validated this effect in a controlled behavioral experiment, in which we asked participants but not real manufacturing personnel to put themselves into the shoes of either a manager or a frontline worker.

To get them into the right mood, we showed participants pictures of managerial ideators wearing suits or frontline ideation wearing blue overalls. This flies in the face of intuition: people expect groups to be more impartial than individuals, and the larger the group, the wiser it is. But our interviews with ideators in the company and our experiments suggest that during intense ideation sessions, group members do not only develop strong ties with the idea but also with fellow group members.

In one case, a group of shop-floor manufacturing specialists developed an approach to replace a compound material in manufactured components with a lower cost plastic ingredient. Although the basic idea was feasible, the group members overlooked the challenging modifications needed in order to guarantee the durability of parts using the new material.

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At the same time, we played down the risks of mechanical stress on the parts that most of us were somehow aware of. Interestingly, the ideation bias was not stronger in teams composed of managers than in those composed of blue collar-workers. This is consistent with most theories about identity building, which suggest that most people do not link to more than one identity at a time when performing an activity. Coastal Living.

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