Can you answer the question below?

1. Can fact finding and action taking duties polarize the individual and thus the group dynamics? If so why?
2. What are the weakness in group decision-making in the case of John Lewis?
3. How could diversity assist with group performance based on fact-finding and action taking duties?

CASE INCIDENT 1 You Are All Fired, but You Are Hired! John Lewis, a leading retailer in the United Kingdom, John Lewis has recognized the importance and the launched the John Lewis Partnership scheme with the strengths of diversified group input on effectiveness and are stated intent of promoting both action-taking (e.g., execu- thus promoting heterogeneity in organizational decision tive posts) and fact-finding (e.g., administrative and mid- dle-management posts) on a partner level. It actively seeks making. People are differ not only by gender, culture, race, and social traits but also in their perspectives, prejudices, to promote middle managers to executive positions due skills, and abilities. Thus, by promoting middle managers to to their ability to identify issues and bring them to the executive positions-and thus utilizing their creativity and surface. This approach goes against the argument which research skills-they are also increasing motivation, enthusia claims that conflicts are generated between action-taking asm, and encouragement at work. At the same time, through and fact-finding responsibilities, risking team perfor- its partnership scheme, John Lewis opens up diversified mance and company effectiveness. In reality, effectiveness opportunities by engaging individual partners in fact-finding depends on a combination of fact-finding and action-tak- and act-taking initiatives and then sharing the profits. The ing tasks that need to be well managed, well delegated, vision is to lead to more widespread acceptance of solutions and well assigned. In a group setting, these tasks can be and an increased performance that promotes wellbeing and assigned to middle managers and executives accordingly, social impact. Firing and hiring should not be decisions but not always. In addition, we need to factor in efficiency solely driven by the final outcome but also based on the dis- and consider the trade-off between effectiveness and effi- tribution, delegation, and the combination of fact-finding ciency in the light of group performance. and action-taking skills and responsibilities within teams. Foundations of Group Behavior CHAPTER 9 349 Questions & 9-29. What are the weaknesses in group decision-making 9-28. Can fact-finding and action-taking duties polarize in the case of John Lewis? the individual and thus the group's dynamics? If 9-30. How could diversity assist with group performance so, why? based on fact-finding and action-taking duties? 1 1- -. classmarinarhin en ub /. Katie Shank