Chapter 12 Teams: Processes and Communication
groupthink
(cohesion toward the extreme) drive toward conformity at the expense of other team priorities. Too much cohesion can lead to this. Results in an irrational decision making outcome. Think of space shuttle challenger failed launch.
Interpersonal processes
Conflict management involves activities that the team uses to manage conflicts that arise in the course of its work.
Causes of process gain
Cooperation, Knowledge sharing
Types of process loss
Coordination loss: Production blocking, Motivation loss: Social loafing
Why are some teams more than the sum of their parts?
It's a combination of processes maximized for process gain.
SO, why are some teams more than the process of their parts?
Potential team performance + process gains - process losses = actual team performance
Transition
Strategy formulation refers to the development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team's environment
Action
Systems monitoring involves keeping track of things that the team needs to accomplish its work
Taskwork processes
activities of team members that relate directly to the accomplishment of team tasks. Occur at any time that team members interact with the tools or technologies that are used to complete their work
creative behavior
activities that are focused on generating novel and useful ideas and solutions. Ex: nominal group technique, brainstorming
boundary spanning (3 activities)
ambassador activities, task coordinator activities, scout activities
Team States (4)
cohesion, potency, mental models, transactive memory
potency
confidence in members that the team can be effective across a variety of situations and tasks
Taskwork processes (3 types)
creative behavior, decision making, boundary spanning
what factors account for a team's ability to make effective decisions?
decision informity, staff validity, hierarchical sensitivity
decision making
decisions result from the interaction among team members
staff validity
degree to which members make good recommendations to the leader.
cohesion
emotional bond between members of their team and to the team itself
Process loss
getting less from the team than you would expect based on the capabilities of its individual members
Teamwork Processes
interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself
boundary spanning
involves three types of activities with individuals and groups other than those who are considered part of the team
mental models
level of common understanding among team members with regard to important aspects of the team and its task
Team work processes
moderate positive effect team performance
transactive memory
refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team
hierarchical sensitivity
reflects the degree to which the leader effectively weighs the recommendations of the members
Team processes
reflects the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals. Team process, have a strong effect on team effectiveness¥ Process gain: getting more from the team than you would expect according to the capabilities of its individual members
decision informity
reflects whether members possess adequate information about their own task responsibilities
Team States
specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together. Invisible to the naked eye- these are feelings and thoughts.
Team work processes
strong positive effect team commitment
Team Processes(3 types)
taskwork processes, teamwork processes, team states
Teamwork Processes (3)
transition, action, interpersonal processes
