Virtual Teams

Question 1

Desribe the three dimensions of team virtuality shown in the lecture.

Answer 1

1. Informational Value (lower -> virtual)
2. Synchronicity (lower -> virtual)
3. Extent of Use of Virtual Team tools (higher -> virtual)

Question 2

Distinguish between two types of information sharing in teams. How do they foster team effectiveness?

Answer 2

1) Open information sharing is good for team cohesion. (mutual affirmation…)

2) Unique information sharing is food for task performance.

Question 3

What can a leader do to improve virtual teamwork?

Answer 3

1. Encourage self-management
2. Clearly define mission roles and goals
3. Support Social climate (team cohesion)
4. Give regular feedback + social support
5. Facilitate use of Technology

Question 4

What concept was introduced to show different types of team diversity?

Answer 4

The diversity wheel

Question 5

What are the 5 layers of team diversity? (inside to outside)
Give one example each

Answer 5

1. Personality
2. Internal (Race)
3. External (Education)
4. Organizational (Function)
5. ERA (World Events)

Question 6

How does diversity influence team diversity?

Answer 6

Surface-Level diversity has a non significant relationship with team performance.
Deep-Level diversity has positive relationship with creativity and innovation

Question 7

What is the effect of virtuality on team diversity?

Answer 7

Virtuality has a moderating effect on the positive impact of team diversity.

Question 8

What is deep-level diversity?
Give examples

Answer 8

Unobservable attributes such as personailty, values and attitudes

Question 9

What is a problem of team work highlighted by research?

Answer 9

Shared information dominates, so that not all information is not used effectively.

Question 10

Why is shared information dominat in group settings? Name 3 reasons.

Answer 10

1. Stochastic (higher likelihood of being shared)
2. Social Comparison (Shared information is deemed more exact.)
3. Organizational Silence (people purposefully withhold information)

Question 11

Describe the outcome of the experiment with hidden profiles.

Answer 11

Even though there was overall more supporting information for one alternative, it was not chosen by the group because the supporting information was unshared, whereas other alternatives had more shared postive information but less in total.

Question 12

How can we counteract the shared information biases in group work?

Answer 12

Moderator asks for information
Or
Moderator asks and repeats information (creating a “false” pluraty)

Question 13

What is important to encourage unique information sharing?

Answer 13

Psychological safety (No fear of sharing a “stupid” or false idea.)

Question 14

How can we compose and manage diverse teams?

Answer 14

1. Unbiased selection (blind etc.)
2. Unconcious bias training
3. Changing attitutudes towards D&I
4. Experiencing other cultures
5. Building minority networks (see BCG)

Question 15

What was the key finding of the Heidi vs. Howard study?

Answer 15

Depending on framing, a person with the same attributes can be perceived as socially cold or warm.

Extreme example:
-> ambitious woman with children -> cold unloving mother
-> ambitious man with children -> warm and charismatic breadwinner

Question 16

Please briefly sketch the Stereotype-Content model

Answer 16

Two axis:
Social Warmth (Low - High)
Competence (Low - High)

Question 17

Briefly order different prejudice phenomenas based on perceived social warmth and competence.
Give an example

Answer 17

Contemptous prejustice:
Low warmth - low competence -> low status, contempt
Poor person

Paternalistic prejustice:
high warmth - low competence -> low status, pity
Stay-at-home dad

Admiration
High Warmth - High Competence -> high status, not competitive
in-group, close allies

Envious prejudice
Low Warmth - High Competence -> high status, competitive envy
successful youngster