Week 11 - Teamwork Flashcards
define a group
those social aggregates that involve mutual awareness and potential mutual interaction
- two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person“
define team
- a collection of individuals who share a common goal, whose actions and outcomes are interdependent, who are perceived by themselves
and others as a social entity, and who are embedded in an organizational
context.
why are teams important
- They are ubiquitous in modern workplaces (Ancona, 1990; Hackman, 1990)
- They are critical for organisational performance
• Understanding how they operate is key to improving team work
what is the IPO model?
input - processes - outputs
define teamwork processes
We define team process as members’ interdependent acts that convert inputs to outcomes through cognitive, verbal, and behavioral activities directed toward organizing task work to achieve collective goals.
Team action and behavioural processes
- Team coordination and communication
- Team member competencies
- Team regulation, performance dynamics
and adaptation
Team interpersonal processes
- Team cohesion
- Team efficacy and
group potency - Affect, mood, and emotion
Team conflict
Team cognitive processes and
structures:
- Climate
- Team cognition
- Transactive memory
- Shared mental models
- Team learning
define coordination
- managing dependancies between activities
- involving the use of strategies and behavior
patterns aimed at integrating and aligning the actions, knowledge, and objectives of interdependent members, with a view to attaining common goals
define implicit coordination
“team members anticipate the actions and needs
of their colleagues and task demands and dynamically adjust their own behavior accordingly, without having to communicate directly with each other or plan the activity
define explicit coordination
the transfer of information and resources in response to requests
what are the two components of implicit coordination
Anticipation: expectations and predictions of demands of the task and the actions and needs of others. Without being directly notified of these actions or needs.
Dynamic adjustment: actions taken on an ongoing basis in order
to mutually adapt their behavior.
define culture
is a set of meanings that is rooted in the deeper
consciousness of organisations
define climate
is a manifestation of culture that provides a snapshot of the underlying assumptions which form a culture
how did culture and climate get developed
• Climate has been developed in the tradition of Lewin’s (1951) social
psychology of person/situation interaction (Glick, 1985)
• Culture has been developed from symbolic interactionism and has its roots in sociology and social anthropology (Mead, 1934)
what is Scheins culture model
1- artifacts (visibal structures and processes)
2- Espoused beliefs and values (strategies, goals)
3- Underlying assumptions (unconcious taken for granted beliefs)
how is culture measured
• captures employees’ SHARED perceptions, attitudes, and beliefs
about an issue (e.g. risk and safety, innovation)
• typically measured by questionnaire surveys
what are the 4 dimensions for the concept of climate
1- vision
2- participative
3- task orientation
4- support for innovation
define team conflict
A characteristic of social grouping that reflects the degree to which objective or subjective differences exist between group members
what are the three types of conflict
1- task conflict
2- relationship conflict
3- process conflict
what are the pros of task conflict
- Increased understanding of the task at
- More critical evaluation of each other’s ideas
- May enhance innovation and reduce confirmation bias
- May also support voice, task commitment and member satisfaction
what are cons of task conflict
• Distraction • Requires additional cognitive resources/ load • May result in black and white thinking • May obstruct such as group effectiveness, creativity, and decision making
what are the pros of relationship conflict
• May be less negative under some circumstances
what are the cons of relationship conflict
• Heightens member anxiety • Ego threat and hostility • Distracts from task • May reduce collaborative problem solving, trust and identification • Harms group performance
what are the pros of process conflict
• May be less negative under
some circumstances
• May facilitate re-evaluation of processes
what are the cons of process conflict
• May be highly personal • May have long term negative effects on team functioning • May affect emergent states and group viability • Distracts from task accomplishment
what might make a team conflict positive
Psychological safety refers to a shared belief held by teammates that the team is
safe for interpersonal risk taking (Edmondson,1999)
what are the two types of team intervention
1- team training
2- team building
define team building
• does not target skillbased competencies
• is typically done in settings that do not approximate the actual performance environment
• is not systematic in
nature
define team training
• skill-focused (i.e., it is
focused on gaining specific competencies)
• typically includes a practice component
• is done in context
• is generally formal and
systematic
define team building
• Team building is a planned, systematic process designed to improve the collaborative efforts of people who must work together to achieve goals
• Team building works by assisting individuals and groups to examine, diagnose, and act upon their behaviour and interpersonal
relationships
