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Teams in Org > Week 3 > Flashcards

Week 3 Flashcards

1
Q

what does this refer to: Even if no member has the right answer, by sharing the unique
information different members have, the group can figure out the
correct answer

A

Process Gain

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2
Q

Hidden profile tasks

A

The correct solution is initially hidden from group members and can only
be detected if group members exchange their unshared information

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3
Q

epistemic motivation vs social motivation

A

epistemic motivation: you want to reach an accurate understanding of the world

social motivation: proself vs prosocial

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4
Q

social motivation is going to affect (3 parts)

A
  1. information search and processing
  2. information sharing
  3. idea generation and problems solving
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5
Q

epistemic motivation is going to affect (3 things)

A
  1. group reliance on decision heuristics
  2. group centeredness
  3. idea generation and problem solving
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6
Q

social motivation x epistemic motivation

Proself SM & Low EM
Proself SM & High EM
Prosocial SM & Low EM
Prosocial SM & High EM

A

Proself SM & Low EM:
- Vetoing
- Indecision
- Ignoring ideas

Proself SM & High EM:
- Arguing and
counterarguing
- Independence

Prosocial & Low EM:
- Pressure on deviants
- Lazy compromising

Prosocial SM & High EM:
- Information pooling
- Attention to others’
ideas

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7
Q

Process Gain of Group
Brainstorming

A

Cognitive stimulation: Group members can
build off of each others
ideas to come up with
ideas that one wouldn’t
normally think of and
help start new trains of
thought

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8
Q

Process Losses of Group
Brainstorming

A
  • Increase with group size
    (Ringelmann effect) and explained
    more by coordination losses than
    motivation losses (brainstorming is
    fun!)

Types of coordination losses in
brainstorming in groups:
* Evaluation apprehension,
especially in high-anxiety
groups
* Production blocking (from turntaking in groups, causes
cognitive interference)

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9
Q

IS GROUP IDEA GENERATION A GOOD
IDEA?

A

Groups generally do worse than individuals at brainstorming
(process losses > process gain)

BUT: people often think groups do better
* Why? Brainstorming feels subjectively easier in groups!

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10
Q

Group creativity: on a feasibility x originality graph

A

low feasibility and low originality: bad ideas

high feasibility and low originality: conventional ideas

low feasibility and high originality: crazy ideas

high feasibility and high originality: good ideas

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11
Q

Team creativity: difference between the additive model and the disjunctive model

A

additive model: Creativity is the result of the team average, meaning Average
individual creativity predicts team
creativity

disjunctive model: Creativity is promoted by the most creative members alone, meaning Highest
individual creativity predicts team
creativity

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12
Q

moderators for relationship between individual creativity and group creativity

A
  1. task interdependence: Average individual creativity has a stronger relationship with
    team creativity when task interdependence is high, whereas
    highest individual creativity has a stronger relationship with
    team creativity when task interdependence is low.
  2. Task creativity requirements: Average individual creativity is more positively associated with
    team creativity when creativity requirements are lower BUT NOT ON THE OTHER SIDE
  3. Idea implementation: Average individual creativity is less positively associated with
    team creativity when team tasks require the implementation BUT NOT OTHER WAY AROUND
  4. Team size: not supported by research
  5. Team longevity: Average individual creativity has a more positive relationship with
    team creativity in teams with higher longevity. SIMILARLY
    Highest individual creativity has a more positive relationship with
    team creativity in teams with higher longevity
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13
Q

2 types of group member resources (inputs!) to make decisions

A
  1. member preferences
  2. member information
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14
Q

TYPES OF SOCIAL DECISION
SCHEMES

A

1.Unanimity wins
2. Majority wins
3. Proportionality wins
4. Truth wins

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15
Q

SOCIAL DECISION SCHEME (SDS)
THEORY

A

Individual preference affects groups composition (how many
people in a group
prefer each alternative)

Group composition leads to group decision

Social Decision Scheme mediates relationship between group composition and group decision

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16
Q

DECISION-MAKING PROCESS:
LEPINE ARTICLE

A

you have individual differences in teams in regards to
- member cognitive ability
- member conscientiousness (achievement + dependability)
- member openness to experience

they all have a positive correlation with post change performance, EXCEPT FOR member dependability ( careful consideration
before making changes to
routine)

role structure adaptation also has a positive relationship with post change performance

17
Q

GROUP PROBLEM SOLVING: eureka task

A

▪When someone finds a solution, everyone knows it is the correct
one immediately (=demonstrable right answer): truth wins
▪ Mean group performance determined by having at least one smart
member
▪ Groups do better than individuals (more chance of a smart member)

18
Q

GROUP PROBLEM SOLVING: Collective Induction Tasks

A

Groups must induce a general rule based on evidence
* Groups do better than individuals because they can process large quantities of
information better than individuals and can have process gains because they use
more complex strategies

19
Q

Two reasons why groups are better than individuals at problem
solving:

A
  • Greater chance of having someone who knows how to solve the
    problem
  • The ability to correct errors
20
Q

Groupthink

A

A mode of thinking that people engage in when they are
deeply involved in a cohesive in-group, when members’ strivings for
unanimity override their motivation to realistically appraise alternative
courses of action

21
Q

causes, symptoms and outcomes of groupthink

A

Causes: cohesion, structural faults (high pressure, biased leader), high
internal stress (i.e., from recent failures); all 3 conditions TOGETHER
lead to groupthink

Symptoms: Illusion of invulnerability, pressure on deviants, illusion that
all agree

Outcomes: Groups do not evaluate all alternatives and make faulty
decisions

22
Q

instead of groupthink, group
members need to engage in

A

independent thinking. groups need to emphasize an atmosphere in which individuality and
uniqueness are valued in order to be creative

23
Q

Solutions to overcome biases towards shared information:

A
24
Q

MIP-G: motivated information processessors in groups

A

social motivation leads to some biaises. epistemic motivation will guide how in depth you’ll processes the information. together these inform how the information will be treated, and then the quality of group judgment and decision

Teams in Org (6 decks)

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