Chapters 4, 6, 7, 10

Select the best choice with the rational choice calculation (RCDM)

Choose the alternative with the greatest satisfaction after obtaining all information about alternatives

The emerging view: Task and Relationship Conflict

"optimal conflict" perspective is popular and may be true because too much of any conflict is dysfunctional, but the emerging idea is that many types of conflict have different consequences: task and relationship conflict

team effectiveness

-A team is effective when it benefits the organization and its members, and survives long enough to accomplish its mandate -Teams exist to serve some organizational purpose, so effectiveness is measured by achievement of the objective at hand -A team's effectiveness relies on the satisfaction and well-being of its members; people join groups to fulfil needs so effectiveness is partially measured by this fulfilment -Team effectiveness includes the team ability to survive long enough to fulfil the purpose, as either long- or short-lived teams often fall apart literally or cognitively -Team effectiveness model: a meta-model wherein each component includes its own set of theories to explain how it operates

Consequences of affective and continuance commitment

-Affective commitment: competitive advantage because it stops employees from quitting, increases work motivation, and increases customer satisfaction but leads to high conformity and thus lower creativity -Continuance commitment: lower performance and less likelihood to engage in OCBs, as well as formal grievances in the face of problems

organizational commitment

-Affective organizational commitment: employees emotional attachment to an organization where a psychological bond influences a choice to be dedicated to an organizaiiton -Continuance commitment: calculative attachment to the organization wheren an employee has no alternative choice or leaving the company would be a financial sacrifice

informal groups

-All teams are groups, but many groups are not defined as teams -Groups include people assembled together, whether or not they have interdependence or focused objectives, i.e. The friends you meet for lunch; you have no purpose or interdependence but exist for the benefit of the members -Informal groups exist because we are evolved social animals and so drive to bond and belong to groups; people spend much time investing time and effort into forming social groups without circumstances or ulterior motives -People join informal groups because of the social identity theory: individuals define themselves by their group affiliations so join groups that are viewed favourably and have similar values to us to reinforce our self-concept -Informal groups accomplish personal objective that cannot be achieved by individuals alone; employees will sometimes congregate to oppose organizational changes because this collective effort has more power than individuals trying to bring change alone (coalitions) -We are comforted by the presence of others and are thus motivated to be near them in times of stress; people congregate during stress even if it serves no protective purpose, and employees often mingle more after hearing rumours threatening the company because social support provides resources to buffer the stressful experience

team trust

-Any relationship depends on trust, or the positive expectations one has towards another in risky situations -We trust others on the basis of our beliefs about their ability and integrity, and leads to positive emotional feelings

conflict process model

-Begins with sources of conflict- at some point, these sources lead parties to perceive that conflict exists and these people become aware that the two parties have incompatible actions and goals (these perceptions interact with emotions about the conflict) -Conflict process is a series of episodes that cycle into conflict escalation- this cycle may start from any misunderstanding or inappropriateness, and these e behaviors can cause the other party to perceive that conflict exists even if there was no intention for conflict

decision making and creativity

-Businesses depend on effective decision making to allocate resources, improve products and services, and maintain a better fit with the external environment -Decision making is critical management skill and a core activity for staff members in their jobs and through employee involvement

Trust is built on calculus, knowledge, and identification

-Calculus based trust (lowest trust): represents logical calculation that other members will act appropriately because otherwise they face sanctions -Knowledge based trust: based on predictability of one's behavior, includes our confidence in abilities of others -Identification-based trust (strongest trust): based on mutual understanding and emotional bonds among members occurs when members think, feel, and act like each other and occurs in high performance teams with the same values and self-concept aligned with team membership

Choose the best decision process in a meta-decision (deciding how to decide) (RCDM)

-Choose whether to solve the problem alone or involve others, and choose among various approaches -Involves whether to assume the decision is programmed (following standard procedures based on past resolutions) or nonprogrammed (requires all steps in the decision model)

meaning and consequences of conflict

-Conflict is inevitable; companies are adapting with no plan, employees disagree on how to change behavior and activities -Conflict episodes occur because of clashing work goals or divergent values and experiences -Conflict: process in which one party perceives that its interests are being opposed or negatively affected by another; one party may obstruct another's goals -Conflict is based on perceptions because one arty believes another might obstruct its effort, whether or not the intention to do so is there

Job Satisfaction and customer satisfaction

-Customer satisfaction is a natural outcome of employee satisfaction, even stronger than overall performance -Service profit chain model: job satisfaction effects customer service, benefitting shareholder financial returns -Job satisfaction puts employees in a positive mood who display friendliness, rubbing off on the customers who then evaluate the service better -Satisfied employees are les likely to quit, and so have more experience to serve clients, leading to more consistent service and loyalty to specific employees

evaluating decisions

-Decision makers are not always honest with themselves when evaluating their decisions effectiveness -Confirmation bias/post decisional justification occurs long after the decision has been made -Decision makers ignore negative outcomes of the choice they made and overemphasize information about its positive features, resulting in an overly optimistic evaluation of their decisions until they receive clear and undeniable information to the contrary

Rational choice Decision Making

-Decision making: the process of making choices among alternatives with the intention of moving toward a desired state -Leaders resuscitate their organizations by encouraging employees to make decisions effectively and creatively, and all businesses and agencies depend on employees to foresee and identify problems and to pick the best alternatives -Effective decision making involves identifying and applying the best alternative; using logic and information to choose a decision with the highest value (employee wellbeing, customer satisfaction, profitability) -Rational choice section making selects the best alternative by calculating the probability that various outcomes will occur form the choices and the expected satisfaction from each outcome

making choices more effectively

-Decisions tend to have higher failure rate when leaders are decisive rather than contemplative, as long as the leaders don't take too long to make a choice -By assessing alternatives against relevant factors, decision makers minimize the implicit favourite and satisficing problems occurring with general subjective judgements -We shouldn't ignore intuition, but we should combine it with analysis of relevant information -Decisions are influenced by rational and emotional processes, so some decision makers deliberately revisit important issues later when their initial emotions subside, and they can observe the information in a different mood and thinking more critically -Scenario planning: method for imagining possible futures by thinking about what would happen if a specific environmental condition changed and what the organization should do to react to the outcome; helps people choose the best solutions under scenarios before they occur so that pressure and emotions do not affect the decisions

team diversity

-Diverse teams make better decision by homogenous teams because people from different backgrounds see problems or opportunities from different angles, and various mental models present help find more viable solutions -Diverse teams have many abilities, i.e. With stocks, bonds, etc, and some teams have diverse philosophies and expertise across regions of the world -Diverse teams often represent the teams constuents better (i.e. Clients), and so there are different viewpoints to the decision and help stakeholders realize their voice in the decision process -Employees with diverse backgrounds take longer to become a team because bonding is slower when differences arise, especially with values -Diverse teams suffer from faultlines (dividing liens that split teams into subgroups along gender or ethnical backgrounds), which reduce motivation to communicate and coordination -Nondiverse teams experience higher satisfaction and less conflict between members, and so are more effective on tasks requiring cooperation such as emergency response teams

Emotions form early preferences

-Emotional marker process shapes our preferences before we consciously evaluate each alternative -Our brain quickly attaches specific emotions to information about each alternative and our preferred alternative is strongly influenced by initial emotional markers -Logical analysis influences which alternative we choose, but it requires strong logic to change our initial emotional preferences -Logical analysis often depends on emotions; information produced from logical analysis is tagged with emotional markers than motivate us to choose or avoid a particular choice -Emotions energise us more than logic to make he preferred choice, which is why people with damage emotional brain centres struggle to make choices

3 motivating forces at work

-Employees have a drive to bond and fulfil group goals, especially so when their social identity is connected to the team -Members have high accountability to fellow members who monitor performance more closely than traditional supervisors, which is most strong when the performance depends on the worst performer (i.e. In an assembly line) -Each member creates moving performance standard for the others; when a few employees work faster, other members realize they can work faster two and so people are more motivated when they are nervous their performance is compared to that of others

dynamics of team trust

-Employees join a team with moderate or high trust in the new co-workers -Initial high trust (swift trust) occurs because people usually believe team members are competent (knowledge-based) and develop social identity (identification-based) -Most of us display trust even with strangers because it supports our self-concept of being a good person, but trust is fragile when it is new because it is based on assumptions, not experiences, so trust tends to decrease over time

stakeholder framing

-Employees, suppliers, customers, and other stakeholders provide or hide information in ways that make the decision maker see the situation as a problem, opportunity, or fine -Employees point to external factors as the cause of their issues, and suppliers market their products as opportunities compared to those of competitors -Many stakeholders offer evaluations of the situation in which the decision maker will accept their verdict, and decision makers often fall prey to these construal's because they need to simplify daily bombardment of information

decisive leadership

-Executives are valued for the decisiveness and their speed of determining that a situation is a problem or opportunity -Many leaders announce problems or opportunities before logically assessing the situation, often leading to a misguided effort to solve a badly defined problem or wasting resources on a badly defined opportunity

Exit-voice-loyalty-neglect model

-Exit-voice-loyalty-neglect model describes how people react to dissatisfaction oExit: leaving the organization when dissatisfaction incrases oVoice: any attempt to change the situation when dissatisfied oLoyalty: loyalists patiently wait for the problem to resolve itself oNeglect: reduced work effort and absenteeism -Depends on situation which outcome is used

relationship conflict

-Focuses on characteristics of the people in the dispute; someone tries to dismiss an idea by questioning the competence of the person who introduced it -Someone may use status to defend their position to undermine the worth of others -Occurs when someone is assertive and demeans others, i.e. A manager bangs his fist on the test while making a logical argument to assert his power over the others -Dysfunctional because it threatens self-esteem, self-enhancement, and self-verification, and triggers defence mechanisms and competitive orientation between parties --Reduces mutual trust because it emphasizes interpersonal differences that weaken bonds between parties -Escalates faster than task conflict because the adversaries become less motivated to communicate and share information, making it harder for them to discover common ground and resolve the conflict; they rely on distorted perceptions and stereotypes which reinforce perceptions of threat

4 types of team building interventions

-Goal setting: interventions help members clarify the team performance goals, increased motivation, and establish mechanisms for feedback on goal performance -Problem solving: focuses on decision making and how the team identifies problems; it develops critical thinking skills and uses hypothetical situations to proactive problem solving -Role clarification: clarifies and reconstructs each member's perceptions of her or his role as well as the role expectations of other members; helps the team develop shared mental models such as how to interact with clients or participate in meetings -Interpersonal relations: helps team members learn about each other, built trust, manage complicit, and strengthen social identity

Job satisfaction and Performance

-Happy worker hypothesis is that happy employees are productive -Workers do a better job when they enjoy what they are doing -Job performance may perform job satisfaction and vice versa

Informal groups and organizational outcomes

-Informal groups have a large influence n the organization and its employees; they minimize employee stress because members provide emotional and informational social support -Stress reduction of informal groups improves employee well-being which can increase organizational effectiveness -Informal groups are the backbone of social networks which build trust, share information, and bring power, influence, and wellbeing to the workplace -Social media platforms such as Facebook and LinkedIn encourage employees to form informal groups and thus influence organizational settings -Employees with strong informal networks have more power and influence because they receive information and better treatment from others and their talent becomes more visible

Job satisfaction and Business Ethics

-Job satisfaction effects organizaitons reputation -Employes in many countries monitor ratings of the best companies to work for, indicating that employee satisfaction is worth goodwill to employees

job satisfaction

-Job satisfaction: a person's evaluaton of his or her job and work context, an appraisal of the perceived job characteristics or emotional experiences -Job satisfaction is highest in US and India but lowest in Asia and Hungary, but surveys may be false because they often ask single ended questions that eployees may be reluctant to asnwer -Cultural values may make it hard to compare how people view job satisfaction, and job satisfaction changes as economy changes around the world

Building Organitional Commitment

-Justice and support -Shared values -Trust -Organizational comprehension -Employee involvement

mental models

-Knowledge structures we develop to describe, explain, and predict the world around us, filling us with information that helps us navigate our environment -Mental images are often prototypes and so can blind us from seeing unique problems or opportunities because they provide negative evaluations of things deviating from the mental model

solution-focused problems

-Many decision makers define problems as veiled solutions -They don't describe the problem, they rephrase a statement of solution to a problem that has not been diagnosed -Occurs when people are reinforced by past successes, so those solutions come to mind in the face of new problems -Occurs because decision makers are comforted by closure so seek out solutions before defining the problem, and fail to diagnose the underlying causes

Emotions change decision evaluation process

-Moods and emotions influence the process of evaluating alternatives; we pay more attention to details when in a negative mood possibly because a negative mood signals a problem requiring attention -In a good mood, we pay less attention to detail and rely on programmed decision routines -Decision makers rely on stereotypes and shortcuts to speed up decisions when experiencing anger, and anger makes them more optimistic about success of risks whereas fear makes them less so

social loafing

-Occurs when people exert less effort and perform at a lower level in teams than working alone -More likely to occur when individual performance is hidden or hard to distinguish; individual performance is less visible in large teams and is hidden when teams produce a single output -Social loafing is more common when the work is boring, or the task has low significance -Social loafing iis more prevalent with team members with low conscientiousness, low agreeableness, and low collectivist values -Social lodafing is moreprevalent when emlyoees lack motivation to help the team, foten when social idnetiity with the team and cohesion is low, and when members believe others aren't pulling their weight (social loafers provide only as much effort as they believe others will) -Employees exert less effort when they believe they have little control over the success of the team (I.e. The team is large so individual contribution has minimal effect) and when the team is dependent on members with known performance problems

task conflict (constructive conflict)

-Occurs when people focus their discussion around the issue while respecting others' points of view -Involves disagreement about the task or decision (what should be done, how it should be done, etc) -This conflict debates alternatives so they can be clarified, redesigned, and tested for soundness; focuses on assumptions and logical foundations of the ideas rather than the people presenting them -Limits attention towards the competence and power of the participants and so produces better outcomes in decision making -There is an upper limit to the benefits of any disagreement; if there is too much task conflict, it may be hard to stay constructive

evaluating decision outcomes more effectively

-One way to minimize escalation of commitment and confirmation bias is ensuring that people who made the original decision are not the people who later evaluate it because separation of roles minimizes, he self-justification effect -We can minimize EofC by establishing a preset level at which the decision is abandoned of revaluate, but conditions are often so complex that its often hard to identify a point to abandon a project -We can find a source of systematic feedback so that even the strongest escalation and confirmation bias can deflate by strong evidence of its failings -We can improve the decision evaluation process b involving several people in the evaluation; when co-workers monitor each other, they might notice problems sooner than when someone works alone

benefits of conflict

-Optimal conflict perspective: organizations are most effective when employees experience some conflict but become less effect with high conflict -Conflict energizes debate and evaluation of alternatives, probing and testing each other's ways of thinking to understand underlying issues -Debate tests the logic of arguments and encourages re-examination of basic assumptions, preventing people from making inferior decisions -Moderate conflict prevents organizations from becoming unresponsive to the external environment; employee differences encourages them to engage in active thinking, questioning how the organization can be more aligned with customers and other stakeholders -Conflict can be good when team members dispute with external sources because it increases team cohesion s, they work together to face an external threat

organizational and team environment

-Organizational and team environment represents all conditions beyond the team boundaries that influence its effectiveness -The environment is typically a resource pool that supports inhibits the teams functioning -Team members work together better when they receive rewards, when the organization structure assigns work activity to teams, when IS supports team coordination, and when physical layout of the team workspace encourages communication (i.e. Open offices) -Team leadership is important; it should support teamwork rather than 'star individuals' and should value the team diversity -Environment generates drivers for change within teams; external competition affects team dynamics because it increases motivation for collaboration and changing societal expectations (i.e. Higher safety standards) requires teams to alter their behavioal norms -External forces motivate team redesign and refocuses the team's attention, i.e. They develop better ways to collaborate, so they provide better service

Task vs. Relationship Conflict

-Organizations should encourage task conflict and minimize relationship conflict, but it isnt always easy to separate the two types because we always experience some form of relationship conflict when dealing with debate -We always threaten each other's self-esteem when we question ideas and actions, which can trigger drive to defend -Stronger debate and more the issue are tied to self-view, the more likely that task conflict will evolve into relationship conflict

Accelerating team development through team building

-Organizations try to accelerate team development with team building; formal activities to improve the functioning of the team -Team building may be applied to new team s or introduced to existing teams that have regressed to earlier stages of team development due to turnover or loss of focus -Team building interventions are organized into goal setting, problem solving, role clarification, and interpersonal relations -All 4 types are effective but some work better than others in different situations, but team building interventions are most effective when they involve training on specific team skills such as coordinating and communicating -Team building interventions are used as general solution to general problems, instead of diagnosing the team's health and then selecting interventions that address specific weaknesses -Team building is applied as a one-shot solution that every team should receive, but it should be an ongoing process rather than a jump start -Organizations should encourage team member to reflect on their work experiences and to experiment with learning for team development

is conflict good or bad

-People often believe that conflict is dysfunctional, and that people work best in harmony, and that conflict undermines effectiveness (wasting time and violating assignment of authority) -Conflict can have negative consequences- it can reduce employee performance by wasting time, can create stress (consuming energy), and can distract employees from their work, increasing job dissatisfaction and thus raising turnover -People who experience conflict reduce their information sharing, but with less communication, disagreement continuous because perceptions become distorted and stereotypical -Conflict leads to organizational politics as employees undermine credibility of their opponents, and conflict can undermine cohesion and performance

perceptual defense

-People often block out ad news so fail to become aware of problems and the brain refuses to see information threatening the self-concept -Perceptual defenses is more common when there are little options to solve the problem

Problems with Maximization

-People want to and re able to choose the alternative with the highest payoff -Rather than aiming for maximization, people aim for satisficing; they choose an alternative that is satisfactory, selecting the first alternative exceeding a standard of acceptance for their needs -Maximization can result in better decisions when some alternatives are clearly better than others but often presents trouble when there are many alternatives with many features and ambiguous qualities -Maximization leads to endless trade-offs among many features which can often result in worse decisions -People often don't make a decision at all because it is less cognitively challenging than satisficing; large numbers of choices often discourage people from making a decision

levels of interdependence in teams

-Pooled (lowest): occurs when an employee or work unit shares a common resource, i.e. Machinery or budget with another employee, so each member works alone but materials are shared for otherwise independent tasks -Sequential (middle): output of one person becomes the direct input for another person, i.e. An assembly lines -Reciprocal (highest): work output is exchanged back and forth among individuals, i.e. When people design a new product and their design decisions affect others involved in the process; the manufacturer and purchasing specialist would be directly affected so teams should be organized to help coordination

Identify the problem or recognize an opportunity (RCDM)

-Problem: deviation between current and desired situation, a symptom of more fundamental causes that needs to be corrected -Problem is a back between the goals and the actual -Opportunity: deviation between current expectations and potentially better situation that was not previously expected; exists when decision makes discover that some choices may produce better results than current goals

conflict perceptions and emotions

-Produce manifest conflict (decisions and behaviors from one party to another) and these conflict episodes may range from subtle nonverbal behaviors to aggression -When people experience high levels of emotions, they struggle to communicate it effectively without reducing the relationship -Conflict is revealed by style each side uses to resolve conflict; some try to avoid it while others try to defeat those opposing them

Problems with Information Processing

-Rational choice decision making assumes that decision makers can process information about all alternatives and their consequences, when actually people only evaluate a few and their main outcomes -Decision makers usually evaluate alternatives sequentially because they are not all available at the same time, so as a new alternative comes along, it is compared to an implicit favourite (preferred alternative used as comparison with others)

Searching For, Evaluating, and Choosing Alternatives

-Rational choice decision making assumes that people rely on logic and so have well-articulated goals, process all facts about alternatives and their consequences, and choose alternatives with the highest payoff -People actually engage in bounded reality: they process limited and imperfect information and rarely try to select the best choice which explains why rational choice decision making is impossible

emotions and making choices

-Rational choice view ignores the effect of emotion in human decision making; rational and emotional brain centres alert us to problems but also influence our choice of alternatives -Emotions affect the evaluation of alternatives in 3 ways; forming early preferences, changing decision evaluation process, and serving as information when we evaluate alternatives

Emotional intelligence/stability (Minimizing relationship conflict during task conflict)

-Relationship conflict is less likely to occur when members have high emotional intelligence and stability; these people can regular their emotions better which reduces the risk of escalating hostility -These people will view a co-worker's emotional reaction as information about that persons needs rather than as a personal attack -4 dimensions: self-awareness, social awareness, self-management, and social skills

cohesive team (Minimizing relationship conflict during task conflict)

-Relationship conflict is suppressed when the team is cohesive; when people have worked together long, they know each other better, develop trust, and give each other more ability to show emotions without personal offense -Explains why top management teams have better task conflict than junior staff -Strong cohesion allows people to know and anticipate behaviors and emotions of others and produces stronger social identity, so team members avoid escalating relationship conflict

team development (team processes)

-Team members must resolve issues to emerge as an effective work unit; they need to know and trust each other, agree on their roles, discover appropriate behaviors, and coordinate with each other -The longer team members work together, the better they develop common or complementary mental models, mutual understanding, and performance routines

task characteristics (team elements)

-Teams are better for work that is too complex for individuals, i.e. Launching the business in a new market, developing computer systems, or constructing a bridge -Complex work requires skills and knowledge beyond one person, so teams are suited for complex work that can be divided into roles that can coordinate frequently -Teams work better when the work is structured rather than ambiguous, i.e. Team members on an assembly lines and structured tasks that are performed similarly each day (low task variability) and the work is predictable for procedures (high task analysability) -Main benefit of structured tasks is that it is easier to coordinate the work among several people, leading to less errors and process losses, unless the less-structured tasks have defined roles (i.e. In unique surgeries) -Task interdependence: task related influence on team effectiveness- the extent to which members must share materials, information, or expertise -Higher level task dependence requires higher need to organize people into teams rather than let them work alone; teams improve communication and coordination, and so high interdependence motivates people to be part of the team -Teams should only be formed when the goals are the same (i.e. Serving same clients), because when the goals are different, but the members are dependent on each other to achieve them, teamwork may create conflict, and so company should reduce the interdependence r rely on buffer supervisors

team skill diversity

-Teams have high skill diversity when its members have different skills and knowledge, i.e. Self-directed teams responsible for producing an entire product -Low diversity exists when team members have similar abilities (occurs in most functional departments that organize employees around a common skill sets) -Cross training can increase interchangeability of team members, but high skill diversity is still likely where the work is complex

team roles

-Teams need to form and reinforce roles: sets of behaviors that people are expected to perform because they hold positions in a team and organization -Some roles help the team achieve goals and others help to maintain team relationships -Members are assigned to roles within their formal jobs, i.e. A team leaders' role is to initiate discussion and help the team reach agreement -Many team roles are formal in job descriptions but are informally assigned; team member is attracted to informal roles that suit their personality and values informal roles are shared but many are eventually associated with specific team members through subtle positioning -6 categories: doer, organizer, challenger, innovator, team builder, and connector

team composition

-Teams perform better when members are motivated, capable, and have clear role perceptions -Effective teams need people to work in teams, and the Five Cs model displays the 5 types of team member behaviors that are essential oCooperating: team members should be willing to work with others; sharing resources and being flexible to accommodate the needs of others oCoordinating: team members manage the teams work so it is performed efficiently; keeping the team on track and integrating the work performed by different members, so they must know the work of others oCommunicating: members transmit information freely, efficiently, and respectfully, and listen actively to co-workers oComforting: team members help co-workers maintain a positive and healthy life, showing empathy and comfort and building confidence oConflict handling: members have the skills and motivations to resolve disagreement by using conflict-handling styles a as well as diagnostic skills to resolve conflict

team size

-Teams should be large enough to provide abilities and viewpoint to perform the work but small enough to maintain coordination and involvement of each member -Small teams are effective because they have less process loss, more engagement and influence, and more responsibility for the successes and failures, and members get to know each other better so trust, support and help increases -Groups that are extremely large are not tams because teams exist when all member interact and influence each other, ae mutually accountable for common gals, and perceive themselves as a social entity

teams and informal groups

-Teams: groups of 2 or more people who interact with and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization -All teams exist to fulfil some purpose, the members are held together by interdependence and need for collaboration to achieve goals, and require communication to coordinate and share objectives -Team members influence each other (although some more so than others), and members must perceive themselves to be team, feeling connected to each other through a common purpose -3 characteristics distinguishing teams: team permanence, team skill diversity, and authority dispersion

implementing decisions

-Translating decisions into action (execution) is one of the most important and hard tasks in the decision-making process -Related to organizational change and leadership

team advantages/disadvantages

-Under the right conditions, teams make better decisions, develop better products and services, and create more engaged workforces than employees alone -Team members can quickly share information and coordinate tasks, whereas these processes are slower and prone to more errors in traditional supervisor-led departments -Teams provide better service because they offer clients more knowledge and expertise than individuals alone -Number of articles written by teams rather than individuals has increased greatly, and team-based articles have much more citations and thus are superior to those written by individuals -Teams are more productive because their members are more motivated together than alone

valence

-Valence: each outcome's importance or expected satisfaction that is determined on a 10-point scale -Satisfaction is calculated by multiplying the valence of each outcome and that probabilities, and then adding those results across all 3 outcomes (higher score is better choice)

Identifying problems and Opportunities More Effectively

-We can improv the process of recognizing problems by becoming aware of the identification biases -Recognizing that mental models restrict perspective motivates decision makers to consider other perspectives -Leaders require willpower to resist looking decisive when a more thoughtful problem analysis should occur -Creating a norm of 'divine discontent' ensures that decision makers are never satisfied with current conditions so actively search for problems/opportunities -Employees can minimize errors by discussing the situation with others so they can discover blind spots in problem identification by listening to other perceptions

Emotions serve as information when we evaluate alternatives

-We listen to our emotions to gain guidance when making choices, a process similar to having a temporary improvement in emotional intelligence -Most emotional experiences remain below consciousness, but people actively try to be more sensitive to these emotions when making decisions -I.e. We logically evaluate a potential car purchase but also visualize ourselves what it would be like to own each potential car, and so we are consciously paying attention to our emotions

selecting opportunities

-When an opportunity is discovered and selected the process is divergent from problem solving -Decision makers rarely choose from many opportunities because the opportunity is the solution and is usually experienced as an exciting and rare revelation and so come with emotional attachment -Emotional preferences often motivate decision makers to implement opportunity and short circuit detailed assessments of it

supportive team norms (Minimizing relationship conflict during task conflict)

-When team norms encourage openness, team members learn to appreciate honest dialogue without reacting to emotional displays, whereas some norms may discourage negative emotions towards others -Team norms encourage tactics that diffuse relationship conflict when it appears, i.e. Teams with low relaitonshiop conflict use humor to maintain positive group emtions to offset negativity towards coworkers

process losses (team challenges)

-additional costs that teams have, including resources expended on team development and maintenance rather than the task) -Team members need time and effort to resolve disagreements, understand their goals, determine strategies, negotiate their roles, and agree on rules, which is not an issue with employees working alone -Teams may be necessary when work is complex and thus requires many people's knowledge and skills, but when work can be performed by one person, process losses can decrease effectiveness -Process losses are amplified when more people are added or replace others on the team because the new members take time and effort figuring out how to work well with others -Performance often suffers when current team members divert their attention to integrating the new comer -Process losses increase as the team grows because large teams require more coordination and time for conflict resolution

why teams underperform

-individual -team -external

moral disengagement

-nonconscious rationalization of ethically problematic behavior that allows us to not see and/or not feel guilty about our choices --moral justification, euphemistic language, advantageous comparison, displacement of responsibility, diffusion of responsibility, distortion of consequences, attribution of blame, dehumanization --increases when self-interest is present and decreases harm to others is salient and present -moral self-regulation system: underlying values, standards, that actions are judged against

identifying problems and Opportunities

-problem identification is not just the first, but it also the most important step in decision making -problems and opportunities are conclusions we form from ambiguous and conflicting information

outward facing teams

-scouting: uncover information that helps teams get smarter about the task -ambassadorship: building and maintaining relationships with others who can provide support/resources -task coordination: aligning work with other teams who could help them achieve their goals

Problems with Rational Choice Decision making

-seems logical, but is impossible to apply in reality -people have very imperfect rationality

last 2 steps of RCDM

5.Implement selected alternative 6.Evaluate whether the gap between current and goals has narrowed, finding information from benchmarks so feedback is objective and observable

Identify/develop a list of choices (RCDM)

Search for solutions (such as previously used practices), or design a custom-made solution

developing team identities and mental models

Team development model does not show that some teams stay in a particular stage longer than others and some regress into earlier stages -Developing team identity oMembers shift from viewing the team as something out there to something that is a part of themselves oEmployees make the team part of their social identity and take ownership of the team's success -Developing team mental models and coordinating routines oForming shared mental models of the work and team relationship is a part of team development oTeam mental models are knowledge structures mutually held by team members about expectations of the collative task and team dynamics, either shared or complementary oMental models include expectations about how the work should be accomplished and how team members should support each other oTeam members also develop coordinating routines, developing habitual practices that coordinate with other members oTeam members develop action scripts to adjust behaviors in responses to activity changes by other members

managing conflict

how do we feel about conflict, what norms to promote task conflict/ avoid relationship conflict

team permanence

how long that type of team usually exists high in accounting departments but low in task forces designed to temporarily solve a problem or design a product

trust

integrity, ability, benevolence (looking out for others, team norms)

brook's law

law that adding more people to a late software project only makes it alter, and managers often underestimate process losses when adding more people

model of team development

shows teams moving from one stage to the next but sometimes falling back to an earlier stage of development oForming: period of testing and orientation in which members learn about each other and evaluate the benefits and costs of continued membership; people tend to be polite and try to find out what they should do and how to fit in oStorming: marked by interpersonal conflict as members try to compete for team roles, and members try to establish norms of appropriate behavior and standards oNorming: team develops first sense of cohesion; roles are established a consensus forms around objectives and a common mental model oPerforming: team members have learned to coordinate and resolve conflicts; they become cooperative, trusting, and committed to group objectives oAdjourning: occurs when the team is about to disband, and team members shift their attention away from task orientation to relationship focus

authority dispersion

the degree to which decision-making responsibility is distributed (high dispersion, such as self-directed teams with a democracy) if is invested I none of few members (low dispersion, such as departmental teams with a manager)