Groups & Teams I

Question 1

result of heuristics

Answer 1

people are particularly susceptible to six widely recognized influence tactics

Question 2

Reciprocity

Answer 2

• people are more likely to comply when they’ve received something from someone

Question 3

Why reciprocity works

Answer 3

deeply engrained norm that compels people to return a favor. We often feel like we owe someone if they’ve given us something. ex: free samples and free trail periods. freemium Spotify.

Question 4

Commitment and consistency

Answer 4

people are more likely to comply to positions they have already made prior commitments to. easier to fall back on previous positions.

Question 5

why commitment and consistency works

Answer 5

• norms of consistency: more likely to work if the commitment is made public. ex: foot- in- door

Question 6

Social proof

Answer 6

• people are more likely to comply when they see others doing it

Question 7

why social proof works

Answer 7

• easier to justify when something is widespread or trending. more likely to happen in unfamiliar situations or if social expectations are unclear. ex: people are more likely to choose restaurants that are full even if it means waiting.

Question 8

voting and social proof

Answer 8

over twice as many people report voting in the “social message” (others who voted are visible) condition. NOT social proof: 98% of our readers don’t give wiki.

Question 9

Authority

Answer 9

• people are more likely to comply when asked by an authority or subject expert

Question 10

why authority works

Answer 10

assume authority figures have more knowledge about situation. Ex: titles (highest degree), prior experience (prestige), attire (lab coat)

Question 11

scarcity

Answer 11

people are more likely to comply if they find something is limited or will soon be unavailable

Question 12

why scarcity works

Answer 12

limited inventory signals higher quality. ex: seasonal items in fast food

Question 13

Liking

Answer 13

people are more likely to comply when requests are from people we like

Question 14

why liking works

Answer 14

people are more generally trusting of people we like. Ex: physical attractiveness, similarity, compliments

Question 15

what are groups

Answer 15

collection of peopel who interact with each other such that one person’s actions have an impact on the others?

Question 16

types of orgs.

Answer 16

most work in modern organizations is done within groups.
Formal: managers and subordinates
Informal: people work together in ways not formally prescribed by organizations.

Question 17

teams

Answer 17

a cohesive coalition of people working together to acheive mutual goals. Shared and collective purpose.

Question 18

Purpose of assembling a team

Answer 18

• accomplish larger, complex goals that would be impossible for an individual working alone.
• some tasks require multiple sets of KSAs
• Increase mutuals cooperation among employees

Question 19

How to teams develop

Answer 19

forming-storming-norming-performing model based on theory that teams go through stages of development much human being do

Question 20

forming stage

Answer 20

general sense of excitement as group comes together for first time. will I be accepted, what will my role be, who has to power in this group?

Question 21

forming marker

Answer 21

high uncertainty: members tend to be polite, conflict avoidant, and observant

Question 22

goal of forming

Answer 22

• get to know each other
• discover what appropriate boundaries are

Question 23

storming stage

Answer 23

members start to shed social facades and became more authentic and argumentative. why should I have to do this, who designed this project in the first place, why do i have to listen to you?

Question 24

storming marker

Answer 24

power and influence: group members begin to stake out territory and form cliques

Question 25

storming goals

Answer 25

• express deeper thoughts and feelings
• explore whether one will truly be accepted

Question 26

Norming stage

Answer 26

members resolve differences and are more energized committed to each other. how should we proceed? what can we accomplish?

Question 27

norming marker

Answer 27

cohesion: members are more open and respectful and ask each other for help and feedback

Question 28

norming goals

Answer 28

define operating procedures and goals

Question 29

performing stage

Answer 29

people not only get worked done, but paying attention to how they’re doing it and at a higher level.

Question 30

Performing maker

Answer 30

accomplishment: members are fully bought in and confidence to achieve goals.

Question 31

adjourning stage

Answer 31

group separates or dissolves. how did it all go. what did we learn.

Question 32

adjourning marker

Answer 32

debriefing team members discuss what went right or wrong and what could have been done differently

Question 33

adjourning goals

Answer 33

• reflect on ways to improve for next time

Question 34

FSNP pros and cons

Answer 34

does have intuitive appeal but
- evidence - teams don’t go through specific stages in linear fashion
- evidence has shown that the life cycle of teams are much more dynamic and cyclical in nature. more support has been found for punctuated-equilibrium model

Question 35

punctuated equilibrium model

Answer 35

• theory that change within groups occurs in rapid spurts rather than gradually over time
• groups remain fairly static, maintaining an equilibrium for long periods of time.
• change only occurs in punctuated bursts, generally catalyzed by a crisis or problem

Question 36

designing teams size

Answer 36

try to cap at 5-7 members
- team effectiveness drops when teams are too large (coordination costs tend to outweigh the benefits)
- rule of thumb: one less person is better than one more person

Question 37

designing teams mix

Answer 37

try to build variety
- similarity attraction phenomena: people generally group themselves with similar others
- similar teams are more susceptible to conformity