Lecture 6 Flashcards
Group synergy
Gain in performance attributable to group interaction (Larson, 2010)
GROUP COGNITIVE COMPETENCIES =
group emergent properties generated by the
coordination of individual cognitive competencies
(i.e., individual rationality, intelligence) during social
interactions
DARK SIDE of GROUPS
Synergy losses
ü Biases
ü Groupthink
ü Disagreements &
conflicts
ü Goal conflicts
ü Role ambiguity
ü Motivation loss & free-
riding
ü Decreased performance & innovation
BRIGHT SIDE of GROUPS
ü Synergy gains
ü Innovation
ü Performance
ü Decision-making accuracy
ü Motivational gains
Workforce diversity: opposing views
Positive
o Source of creativity and innovation
o Different perspectives
o Larger array of resources
Negative
o Source of misunderstandings, suspicion and
conflict
o Stereotypes
o Biases
o Differences are difficult to bridge
Separation, variety, disparity (Harrison &
Klein, 2007)
Different responses to diversity
Examples of diversity biases
Group cohesiveness
shared commitment to the group task and/or attraction to the group
Positive of cohesivenss
increased effort
satisfaction with the team
–> Team performance
Negative of cohesiveness
Groupthink:
- Illusion of invulnerability
- Rationalization
- Illusion of morality
- Shared stereotypes
- Direct pressure
- Self-censorship
- Illusion of unanimity
- Mind guards
Groupthink prevention
What are decision rules
- prescribed norms that guide the interaction of the group members;
- influence the way in which information is communicated and
integrated in the group;
Types of decision rules:
- Collaborative
- Consultative
- Identify-the-best
Decision-making and decision rules
- Identify the best (identify and follow the expert in the group)
- Consultative decision-making (follow the leader)
- Collaborative
Team conflict and performance
Team conflicts dynamics
Multiple-team membership
OPPORTUNITY
* Development of interpersonal and negotiation skills
* Cross-project learning
* Increase visibility in the organization
CHALLENGE
* managing conflicting demands;
* scheduling & getting members attention;
* coordination & allocation of people
* switching between contexts= source of stress, cognitive overload
* work fragmentation=effort
Conditions enabling MTM effectiveness
1) Team members should have proper social and
task management skills
2) The task and team structure should enable MTM
work
3) Trust among team members
4) Appropriate communication system
5) Adequate organizational climate
6) The presence of a load-balancing system
