Team Processes and States Flashcards
IPO Step 2 (Processes)
- taskwork processes
- teamwork processes
- team states
Team Processes
different types of activities and interactions within teams and contribute to overall goals
- Taskwork Process
- Teamwork Process
Taskwork Process
activities of team members that relate directly to the accomplishment of tasks
- Creative behavior
- Boundary spanning
Creative Behavior (taskwork process)
activities that focus on generating novel and useful ideas and solutions
- brainstorming
- nominal group technique
Brainstorming
- express all ideas that come to mind
- go for quantity rather than quality
- don’t criticize or evaluate others’ ideas
- build on each other’s ideas
Nominal Group Technique
- everyone comes with their ideas written down
- each member shares their ideas with the team
- discuss for clarification
- rank ideas individually
- facilitator calculates scores for a winning idea
Advantages of Nominal Group Technique
- reduces social loafing (members with low conscientiousness also need to contribute)
- reduces dominance of one or few members (gives introverts the change to speak up)
- reduces over-conformity (agreeable members have the space to voice different opinions)
- reduces anchoring bias and escalation of commitment
Boundary Spanning (taskwork process)
activities between team members and individuals not a part of the team
(if everyone is boundary spanning increases team performance but just one increases role overload)
Way to do Boundary Spanning
- Engage in communications intended to protect the team, persuade others to support the team, or obtain important resources for the team
- Involve communications that are intended to coordinate task-related issues with people/groups in other functional areas
- Gain information about tech, competitors, or the broader marketplace
Teamwork Processes
interpersonal activities that facilitate the accomplishment of the team’s work but NOT DIRECTLY related to tasks
- conflict
- conflict resolution
Types of Conflict
- Relationship
- Task
Task Conflict
disagreements among team members about the team’s task
Relationship Conflict
disagreements in terms of interpersonal relationships or incompatibilities with respect to personal values/preferences
Conflict on Team Performance
- relationship conflict harms the team
- task conflict can be beneficial when there is: low relationship conflict, high openness, low neuroticism, and effective conflict management
Types of Conflict Culture
- Collaborative
- Avoidant
- Dominating
Collaborative Conflict Culture
talk it out, get them together to work it out, deal with problems yourself
- Ex. SouthWest Airline
(positive effects)
Avoidant Conflict Culture
controlling leader, conflicts with leadership is suppressed
- Ex. Wang Laboratories
(negative effects)
Dominating Conflict Culture
fight for your side, defend own position not the other side
(not effective)
Process Gain
1+1>2
some teams perform at a level higher than the level of their combined individual members
- Ex. knowledge exchange
Process Loss
1+1<2
- coordination loss
- motivation loss
Coordination Loss
integrating team activities consumes more energy and time than the activity itself
- Ex. conflict
Motivational Loss
team members don’t work as hard as they could because there is reduced accountability as a team
Process Loss/Gain Equation
Potential Team Effectiveness + Process Gains - Process Losses = Actual Team Effectiveness
Team States
types of THOUGHTS AND FEELINGS that are in the minds of team members because of working together
Types of Team States
- cohesion
- potency
- mental models
- transactive memory
Cohesion (Team State)
emotional attachment that bonds team members together
- stay with the team just even if a better offer came along
(like job satisfaction or org. commitment)
Potency
degree that team members think that the team can be effective in a variety of situations/tasks
“we can do it” “self efficacy”
(strong positive impact on team performance)
Groupthink
drive toward conformity at the expense of other team priorities
- avoid disagreement
- isolate group from outside influences
Mental Modes
Shared Mental Mode
- level of common understanding among team members with regard to important aspects of the team and its tasks
“do we all know what we are doing”
Transactive Memory
how specialized knowledge is distributed among members in a way that is effective system of memory for the team
“do we know who knows what”
