O.B. Exam II

Parties in constructive conflict focus on the issue as the source of conflict

Which of the following correctly describe constructive conflict and relationship conflict? a. Constructive conflict is accompanied by strong negative emotions b. Parties in constructive conflict try to undermine each other's competence c. Parties in relationship conflict try to understand the logic and assumptions of each position d. Parties in constructive conflict focus on the issue as the source of conflict e. Parties in relationship conflict maintains respect for people having other points of view

Sequential

If a group of firefighters makes a chain to pass along buckets of water to fight a fire, what kind of interdependence is this? a. Pooled b. Sequential c. Reciprocal

The three levels of trust are: calculus-based, knowledge-based, and identification-based trust. Calculus-based trust is grounded on logical calculation that other team members will act appropriately because of sanctions (i.e. based on deterrence). It is the lowest potential trust and is easily broken. This level of trust is not enough to sustain a team's relationship. Knowledge-based trust is based on the predictability of another team member's behavior and/or confidence in the person's competence. This level of trust is more stable because it develops over time. Identification-based trust is based on mutual understanding and emotional bonds. It is potentially the strongest of the three types of trust. With this level of trust, transgressions are quickly forgiven because the individual's self-concept is based partly on team membership.

In class, we discussed three levels of trust in teams. Please describe each of them

Creative process model consists of four stages: preparation, incubation, illumination, and verification. At the preparation stage, people investigate the problem or opportunity in many ways. For example, they may develop knowledge and skills about the object of attention. At the incubation stage, people spend time reflecting on their thoughts. They put the problem aside, but maintain low level of awareness. They engage in divergent thinking, or re framing a problem in a unique way and generating different approaches to the issue. This is different from convergent thinking by which people calculate the conventionally accepted "right answer" to a logical problem. The next stage, illumination, describes the experience of suddenly becoming aware of a unique idea, i.e. brief bits of inspiration/insight. Finally, at the verification stage, the unique idea is evaluated logically and put into experimentation, and more creative insight is developed further.

Name the four stages of creativity, and explain each stage.

The three forms/levels of task interdependence are: pooled, sequential, and reciprocal interdependence. For pooled (the lowest level) interdependence, employees or work units share a common resource such as machinery, administrative support, or budget with others. For sequential (the higher level) interdependence, the output of one person becomes the direct input for another person (e.g., assembly line). For reciprocal (the highest level) interdependence, work output is exchanged back and forth among individuals. Input and output create an interwoven relationship (e.g., medical team).

Name three levels of task interdependence. Explain each.

Compromising

Two divisions in your company are in conflict. They have equal power, but don't trust each other. They would like to resolve the solution quickly and are willing to consider a middle ground. Which of the following conflict handing style works best under this situation? a. Problem solving b. Compromising c. Forcing d. Avoiding e. Yielding

It significantly alters the flow of information within groups

Which of the following is NOT a problem with using e-mail communication? a. It increases information overload b. It increases the frequency of flaming c. It is harder to interpret emotional meaning in e-mail messages as they are less formal d. It reduces the politeness and respect of communication e. It significantly alters the flow of information within groups

Forming. The group would generally be polite (not pushy) and would defer to existing authority, such as the person who set up this group. Members would ask questions to help them make sense of their new environment. Storming. Team members assert themselves more clearly as they negotiate for roles and responsibilities. There will be disagreements as people vie for roles and try to influence team norms. Norming. Team members have the first real sense of cohesion as roles are established and a consensus forms around group objectives. They interact more efficiently and begin the process of understanding and accepting each other. Performing. Team members focus more fully on task performance. They coordinate their work smoothly, and demonstrate a high level of trust. Adjourning. Team members shift towards a more relationship orientation in their relationships as the team's existence comes to an end.

You have been put in charge of a cross-functional task force that will develop enhanced Internet banking services for retail customers. The team includes representatives from marketing, information services, customer service, and accounting, all of whom will move to the same location at headquarters for three months. Describe the behaviors you might observe during each stage of the team's development

Time-constraints: Teams take longer than individuals to make decisions as they need time to organize, coordinate, and maintain relationships. The decision making procedure requires only one person may speak at a time. Such time constraint undermines idea generation due to production blocking (forget one's own ideas while listening to others). Evaluation comprehension: Individuals are reluctant to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them. The apprehension is based on the individual's desire to create a favorable self-presentation, and creative ideas often sounds bizarre. It is most common when higher status person attends meeting, or members formally evaluate each other, such as annual performance evaluation. Peer pressure to conform: Team members might punish the violator, or try to persuade the individual that his/her opinion is incorrect. The individual then suppresses opinions that oppose team norms. Conformity pressure is subtle. We question our ideas when team members disagree. Groupthink: Tendency of highly cohesive teams to value consensus at the price of decision quality. The symptoms include a) the team protects itself from negative information. Team members' assumptions are unchangeable no matter the evidence against them. b) self-censorship, members who disagree with the team's decision don't speak up about it. c) suppression of dissent, members who disagree with the team's decision are pressured to change their views. d) illusion of unanimity, because no one voices dissent, there is an illusion of unanimity.

Your company values team work, and encourages teams making decisions. What are the constraints of team decision making?