Data, brainstorming performance, 225
Davis’s weighted average winner, 170
Debate, structured, 212
Decision alternatives, consideration of, 145
Decision fatigue, 166–67
Decision making, 56, 91, 138–39
Abilene paradox, 182–84
diversity of, 90–94
escalation of commitment, 178–81
group polarization, 185–90
groupthink and, 171–78
individual, biases, 163–67
individual versus group, 167–71
information technology and, 340, 344
meetings and, 13, 14, 33
rational model of, 163
real stakes with, 168
review and, 142
rules, 170
team-related, 163
unethical, 190–94
vicarious licensing, 191
Decision-making climate, dysfunctional, 184
Deep-level diversity, 92–93
Deindividuation, 33
Delegation, 301, 302
Delphi technique, 237
Democratic leadership, 287–89
Demonstrable tasks, 167–69
Denial, 322–23
Dense networks, 257
Description, 23
Desensitization, 191
accountability, 192–93
contemplation, 192–93
elimination, conflict of interest, 192–93
integrity creation, 193–94
Design. See Team design
Developmental feedback, 128
Devil’s advocate, 176–77
Differential treatment, Leader-Member Exchange (LMX) theory
advantages, 294–95
disadvantages, 295
key attributes, 293–94
Different-time, different-place communication, 338–40
Different-time, same-place communication, 337–38
Direct communication, 354, 355
Direct influence, 203
Direction, 11
Directive leadership, 289
Disconnected feedback, 336
Discrimination, racial, 322
Discussion, 164
increasing, 142
redirecting and focusing, 144
Discussion principles, structured, 177
Dispute model
interest-based approach, 209–10
power-based approach, 209–10
right-based argument, 209–10
Distance, virtual, 335
Distinctiveness, need for, 312–13
Distributed (partial) overlap, 138, 139
Distributive justice, 214
Divergent thinking, 220–21
Diversity
creativity and, 237–38
social capital and, 266–68
team selection and, 92–97
Double-loop learning, 20
Downward norm setting, 228
