Sleep Deprivation and Decision Making Teams

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Academy of management review,2009, Vol. 34,No.1,56-66

CHRISTOPHER M BARNES

JOHN R HOLLENBECK


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Wh y study?S leep & S leep deprivationTypes of teams and effectsTypes of problems & solutionsR ole of organizational structureS ocial c h aracteristics of teamsC risis management teams


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Lack of t h eory explaining cause and

effects of sleep deprivation

S leep deprivation h as led to disastersin th e past


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CH ALLE NG ER SP ACE SHUTTLE DIS ASTER


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CHER NOBY L DIS ASTER


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M ANY OI L R IG EXPL OS ION S .


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A state of immobility wit h greatly reducedresponsiveness ,distinguis h ed from coma or

anest h esia by its rapid reversibility

H as a restorative effect on t h e brain


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A state of diminis h ed capacity induced bys h ortage of sleep

At an individual level:R educes cognitive abilities of t h e brain

C auses irritation and anger

S een most commonly in crisis situations, nig h tworkers.


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Article h igh ligh ts t h e effect of sleep deprivation onteams.

Teams /groups classified as:

F ully sleep deprived (all members are sleepdeprived)One rested member M ajority sleep deprived (more t h an fifty percentof th e members)One member sleep deprivedF ully rested


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E ffects are classified as:

Negligible : L ittle impact regardless of no. of sleepdeprived members

Negative linear effect: M ore t h e no. of sleep deprivedmembers, worse t h e team performance.

C onjunctive: A single sleep deprived member canmake t h e team perform like a fully sleep deprivedteam

Disjunctive: A single fully rested member can make t h ewh ole team perform as a fully rested team.


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Ot h er effects:

Impatience & irritability among members leads toinappropriate interpersonal be h aviour.

Task & relations h ip conflicts.

Affects team decision performance.

Negative impact on interaction between members


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Teams usually find t h emselves facing any of t h esetwo:

Decision making

P roblem solving

Th e solutions tend to h ave a demonstrability


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Th e extent to w h ich th e correctness of a solutionis obvious.

H igh demonstrability: Th e correctness of asolution can be verified before implementation

E x: S olutions involving mat h ematical calculationsh ave h igh demonstrability.


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Low demonstrability: Th e correctness of t h esolution(good/bad) can be determined only after

implementation.

E x: New product development


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Decision making:

Teams must c h oose among existing alternatives

R outine decision making: H igh demonstrability

Non- R outine decision making: Low

demonstrability


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P roblem solvingR equires innovation and creative t h inking

C onvergent problem solving- H igh demonstrability

Divergent problem solving- Low demonstrability


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C onvergent problem:H igh demonstrability

One member can easily convince h is team

Disjunctive effect


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Divergent problem :Low demonstrability

One member cannot easily convince h is team.

Negative linear effect


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H orizontal structure:P eople at t h e same level of expertise worktoget h er

One sleep deprived individual will not h ave a greatimpact on t h e teams performance.

But, if t h e sleep deprived individual is a specialistwh o cannot be substituted by anyone else, t h eteam can fail.


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Vertical structure:Th e decision making power lies wit h th e h ead.

If th e h ead is sleep deprived h is/ h er decisions arefinal and t h e entire team will be as bad as a fullysleep deprived one.

C onjunctive effect


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P syc h ological safetyIf members are not as h amed of dissent, a singlefully rested member can convince ot h er sleep

deprived members regarding decisions and t h ewh ole team would be as good as a fully restedteam.But if members are not psyc h ologically secure, a

single member cannot affect t h e teamsperformance.


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Attributional processes: Th e reasoning by teammembers as to w h y a member is sleep deprived.If th e team reasons t h at it is due to t h e work itself or factors beyond t h e members control, ot h erstend to contribute extra to compensate for t h esleep deprived members incapacity.But, if t h ey attribute sleep deprivation to

excessive social activities unrelated to work, t h ey

do not contribute.


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Th e leader plays an important role.

U sually, t h ese teams h ave low substitutability

C onvergent problem .

S leep deprivation h as a conjunctive effect in suc h teams.


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Sleep Deprivation and Decision Making Teams

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