Final answer:
Robert Keening's meetings with employees to discuss strategies for boosting Snow Bird Airlines’ declining sales represent a consultative decision-making process, aiming to gather diverse input and avoid issues like groupthink and group polarization.
Step-by-step explanation:
When Robert Keening became the president of Snow Bird Airlines and started meeting with groups of employees to get their opinions on how to improve the airline's declining sales, he engaged in a part of the decision-making process known as collecting feedback or consultative decision-making. This approach is crucial in incorporating diverse viewpoints and avoiding potential pitfalls like groupthink and group polarization, which can lead to extreme positions rather than practical solutions. By consulting with employees, Keening is able to gather a wide range of inputs that may help in formulating a well-rounded strategy to turn around the sales figures for the airline.
Involving employees in the decision-making process helps to ensure that multiple perspectives are considered, which can lead to more effective and inclusive solutions. Moreover, by seeking outside opinions, an organization can avoid the echo chamber effect that often accompanies groupthink, and in turn, can potentially arrive at decisions that are more closely tailored to the needs and preferences of both employees and customers.
Keening's approach draws parallels with how Boeing incorporated potential customers into their design process and how presidents may take public opinion into account, although not consistently. This strategy is about balancing the need for diverse input with the practicality of decision-making, ensuring that time and resources are used efficiently and that the outcomes align with the company’s objectives.