Professional Documents
Culture Documents
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• Reduce uncertainty
• Positively differentiate oneself (Tajfel & Turner,
1986)
• Salience (Fitzsimmons, 2013)
Why People • Distinctiveness
• Perceived prestige (Ashforth & Mael, 1989)
Join Groups
– Social • Take pride or offence in accomplishments or
Identity failures of the group
• Seek interdependence for task accomplishment
• Could be formal or informal
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Groups vs teams
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Five‐Stage Model
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Critique
• Assumption: the group becomes more effective as it
progresses through the first four stages
• Not always true – group behavior is more complex
• High levels of conflict may be conducive to high
performance
• The process is not always linear
• Several stages may occur simultaneously
• Groups may regress
• Ignores the organizational context
• Special conditions – Importance of storming and norming
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Punctuated Equilibrium Model
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Roles – perception,
expectation, conflict
• Role – a set of expected behavior patterns attributed to
someone occupying a given position in a social unit.
• Role perception – one’s perception of how to act in a
given situation.
• Role expectations – how others believe one should
act in a given situation.
• Psychological contract
• Role conflict – situation in which an individual faces
divergent role expectations.
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• Norms – acceptable standards of behavior
within a group that are shared by the group’s
How groups members.
• Performance norms
shape our • Appearance norms
behavior? •
•
Social arrangement norms
Resource allocation norms
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Negative Signals
Cohesion may not
Social loafing lead to Conformity
productivity
Can conformity
Groupthink Abilene paradox make you laugh?
(Yes/No)
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Groupthink
When does groupthink happen? Factors that lead to groupthink:
A very cohesive group is deeply involved in We are morally superior
solving some problem We are not vulnerable
Group members strive for unanimous decisions People who oppose us are evil and weak
and,
We are under threat
They fail to realistically appraise many
alternatives Dissent is not tolerated
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TEAM EFFECTIVENESS MODEL
Composition 1. Assumes Team work is superior
to Individual work.
•Member Abilities
•Personality 2. This is a general guide only.
•Role Allocation
•Diversity
•Cultural Differences
•Team Size
•Member Preferences Process
Context •Common Purpose
•Specific Goals
• Adequate Resources •Team Efficacy
• Leadership and Structure •Team Identity
• Climate of Trust •Team Cohesion
• Performance Evaluation and •Mental Models
Reward Systems •Conflict Levels
•Performance Norms
TEAM
EFFECTIVENESS
Putting teams together
Role allocation Role of personality (?)
Evidence from Big 5
Individual trait influence vs Interaction of two
traits (Humphrey, Hollenbeck, Meyer, & Ilgen,
2007; 2011)
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Roles in teams
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Tools
• Brainstorming:
• An idea‐generation process that specifically encourages any and all
alternatives while withholding any criticism of those alternatives
• Nominal group technique
• Discussion is limited
• Silent periods
• Ranking of ideas
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Putting heads together…
Type of Group
Brain‐
Effectiveness Criteria Interacting Nominal Electronic
storming
Number and quality of ideas Low Moderate High High
Social Pressure High Low Moderate Low
Money Costs Low Low Low High
Speed Moderate Moderate Moderate Moderate
Task Orientation Low High High High
Potential for Interpersonal
High Low Moderate Moderate
Conflict
Commitment to Solution High N/A Moderate Moderate
Development of Group
High High Moderate Low
Cohesiveness
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Leadership in Teams
Credibility
• With superiors
• With peers
• With subordinates
Importance of fairness
• Use of both sided arguments
Not always the same leader for everything
Makes member care for one another
Not losing sight of goals
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