Z302

Work-family conflict

"a form of inter- role conflict in which the role pressures from the work and family domains are incompatible in some respect."

Burnout

"a syndrome of emotional exhaus- tion, depersonalization, and reduced personal accomplishment that employ- ees may experience after prolonged stress that has exceeded their resources to address."

Type A behavior pattern

"individuals who are engaged in a relatively chronic struggle to obtain an unlimited number of poorly defined things from their environment in the shortest period of time and, if necessary, against the opposing effects of other things or persons in this same environment."

Surface acting

"managing observable expressions," such as maintaining a pleasant facial expression and vocal tone.

Synergy

"the whole is different than (or unique from) the sum of its parts." In team contexts, this means that a team of less talented individuals will often out- perform one of higher-talented members.

Five disciplines consistently emerge as essential to high performance:

(1) small size, (2) capable and complementary members, (3) shared purpose and perfor- mance objectives, (4) productive norms and working approach, and (5) mutual accountability.

1. Win three new accounts in the next quarter. 2. Develop a plan for winning new accounts. Outcome Goal: Reduce the average duration of patient days by one day over the next five months. Activity Goal: Save money through reducing patient days. Outcome Goal: Cut in half the time it takes to process and approve new software licenses. Activity Goal: Reengineer the new software license process. Outcome Goal: Improve the retention rate among top-rated performers by 20 percent this year without incurring any additional salary or benefit costs. Activity Goal: Make this company the best place to work. Outcome Goal: Generate at least one-fifth of our revenue from products less than two years old. Activity Goal: Build a culture of innovation and new product development.

1. Outcome Goal 2. Activity Goal

Social Loafing =

= Free-rider

Forming Stage.

A primary concern is the initial entry of members into a group. At this point, indi- viduals ask several questions as they begin to identify with other group members and with the group itself.

Threat: Escalation of Commitment.

A situation where team members will per- sist with a losing course of action, even in the face of clear evidence of their error, is known as escalation of commitment, which we discussed in Chapter 3 as an individual decision bias as well. Perhaps worst of all, the bigger the investment or the more severe the potential loss, the more prone team members are to escalation.

Threat: Choking.

As human beings, we are born with an innate tendency to be stimulated when others are watching. Indeed, one of the great promises of teams is they promote social facilitation, whereby individual motiva- tion and performance are enhanced by the presence of others. The pres- ence of others can create so much pressure and anxiety, however, that team members' performance can actually be hindered or below what they could do in isolation. This effect is commonly known as choking and research has found it is particularly likely when people are not experts at the tasks at hand.

Maria teaches class to be clear about needs and expressing those needs to others through direct, clear specific statements.

Assertive communication

The Knowledge, Skills, and Abilities (KSAs) Requirements for Teamwork

Conflict Resolution Collaborative Problem Solving Communication Goal Setting and Performance Management Planning and Task Coordination

Surface acting/deep acting

Emotional Labor

Which of the following are types of active listening strategies?

Empathizing, Analyzing, Synthesizing

Step 2

External Analysis

Step 11

Group and Organizational Skills -Teamwork -Resolving Conflict -Culture and Diversity -Making Change

Shared Purpose and Performance Objectives

High-performing teams have both a clear understanding of the purpose of the team and a belief that the goal is worth pursuing. Outcome, rather than activity... Outcome-based goals describe the specific outcomes by which success will be determined, while activity-based goals describe just the activities.

Capable and Complementary Members

However, it is not enough for team members to simply perform their functional area of expertise. The team also needs task management and interpersonal skills, and it is often much more elusive to deter- mine whether potential members have those skills. That is, the key is not necessarily to search for people who bring high lev- els of all skills. Instead, diversifying the team and considering multiple dimensions and potential interactions rather than solely evaluating members on their individual merits.

Communication myth?

If communicated enough times, communication is effective

Step 10

Implementation: Interpersonal Skills -Communication -Motivating others -Managing employee performance -Leadership

Step 9

Implementation: Personal Skills -Personal effectiveness -Managing stress/time -Problem solving -Ethical behavior

Step 4

Interactive Analysis

Step 3

Internal Analysis

Step 5

Long Term Goals What are you going to do? Career ladder. 5 years.

Step 6

Long Term Strategies How are you going to do it? Education, projects, teams, leads

Competitive team rewards

Members are rewarded for suc- cessful performance as individuals on the team. They receive equitable rewards that vary according to their individual performance. It provides a strong incen- tive for individual effort. It can also pit members against each other.

Threat: Innocent Bystander.

Membership in a team can sometimes create a dif- fusion of responsibility, whereby members feel their personal respon- sibility is limited because others will step up and act. An extreme state of diffusion of responsibility among people is known as the innocent bystander effect.

Step 1

Mission Why? True/motivational

Step 12

Monitoring, Control, Feedback

______ are generally unwritten rules or standards of behav- ior that apply to team members and can be either prescriptive—dictating what should be done—or proscriptive—dictating behaviors that should be avoided. Norms allow members to predict what others will do, help members gain a com- mon sense of direction, and reinforce a team culture.

Norms

Threat: Conformity and Obedience.

Obedience. A team member who has neither the abil- ity nor expertise to make decisions, especially in a crisis, will leave deci- sion making to the group and its hierarchy. As discovered in the famous studies of Stanley Milligram, and replicated often since then, it is surpris- ingly easy to induce people to view themselves as instruments for carry- ing out another person's wishes—and therefore no longer see themselves as responsible for their actions. Once this critical shift of viewpoint has occurred in people, the potential for truly objective team decision making is severely diluted.

2 Personality Traits of Good Team Members

Other recent research has shown general cognitive ability and the personality characteristics of conscientiousness and agreeableness to be associated with higher team member ratings and performance outcomes.

Ali--> What step did he not change?

Poem, mission

Role ambiguity

Role ambiguity can occur at work if employees are not given clear job descriptions or managers do not communicate performance expecta- tions and feedback.

Threat: Risky Shift.

Shift. When people are in groups, they make decisions about risk differently than when they are alone. 30 In the group, they are likely to make riskier decisions, as the shared risk reduces personal risk. On the other hand, group members may not want to let their col- leagues down and hence can become risk-averse (sometimes called cautious shift ). The bottom line is that when individuals come together in a team, they often make more extreme decisions than they might as individuals.

Step 7

Short Term Goals What are you going to do? 1 year.

Step 8

Short Term Strategies How are you going to do it? 3 Logics... -Goals before strategies -External before internal -Long term before short term

Before a goal gets set, a task is assigned, or work divided, the team might discuss and agree upon the consequences for members who do not pull their own weight.

Social contracting

transactional theory

Suggests that the negative effects of stress on a person are a function of the interaction between the person and their environment.

Cooperative team rewards

That is, the group is rewarded as a group for its successful performance, and each member receives exactly the same reward. Not individual

Swiss Cheese Method.

The Swiss Cheese Method refers to poking small holes in the A project and those holes are what Lakein calls instant tasks. An instant task requires five minutes or less of your time and makes some sort of hole in your high-priority task. So in the 10 minutes before you head off to class, you have time for two instant tasks. To find out what they should be, (1) make a list of possible instant tasks and (2) set priorities.

Adjourning Stage.

The adjourning stage of group development involves completing the task and breaking up the team.

Norming Stage.

The norming stage is the point at which the group begins to come together as a coordinated unit. The group as a whole will try to regulate behav- ior toward a harmonious balance. Minority viewpoints and tendencies to deviate from or question the group direction will be discouraged.

Abilene paradox.

The paradox drew its name from an exceptionally clever parable describing four adults sitting on a porch in 104-degree heat in the small town of Coleman, Texas, some 53 miles from Abilene. They are engaging in as little motion as possible, drinking lemonade, watching the fan spin lazily, and occa- sionally playing a game of dominoes. The characters are a married couple and the wife's mother and father. At some point, the wife's father suggests they drive to Abilene to eat at a cafeteria there. The son-in-law thinks this is a crazy idea but doesn't see any need to be obstinate, so he goes along with it, as do the two women. They get in their car with no air conditioning and drive through a dust storm to Abilene. They eat a rotten lunch at the cafeteria and return to Coleman exhausted, hot, and generally unhappy with the experience. It is not until they return home that it is revealed that none of them really wanted to go to Abilene—they were just going along because they thought the others were eager to go. Groupthing

Performing Stage.

The performing stage of group development sees the emergence of a mature, organized, and well-functioning team. The team is now able to deal with complex tasks and to handle membership dis- agreements in creative ways. Structure is stable, and members are moti- vated by group goals and are generally satisfied. The primary challenges of this stage relate largely to continued work on task performance but with a strong commitment to continuing improvement and self-renewal.

Storming Stage.

The storming stage of group development is a period of high emotion and tension among the members. Hostility and infight- ing between members may occur, and the group typically experiences some changes. Membership expectations tend to be clarified and further elaborated. Attention tends to shift toward obstacles standing in the way of group goals. Outside demands, including performance pressures, may create conflict in the group during this stage. Conflict may also develop over leadership and authority, as individuals compete to impose their preferences on the group and to achieve their desired status position.

Small Size of Teams

There is a point of diminishing returns with respect to team size and performance. High-performing groups rarely consist of more than 10 people and ideally are between 5 and 8 members.

Teams That Make or Do Things.

These teams include people on or near the frontlines who are responsible for doing the basic manufacturing, development, operations, marketing, sales, service, and other value-adding activities of a busi- ness. Teams that make or do things tend to have no set completion dates because their activities are ongoing. Teams that make or do things are the most effective when they deal with "critical delivery points"—that is, places in the organiza- tion where the cost and value of the company's products and services are most directly determined.

Teams That Recommend Things.

These teams include task forces and project groups asked to study and solve particular problems. Two critical issues unique to such teams are the necessity of getting off to a fast and constructive start and execution.

Teams That Run Things.

This refers to teams that oversee some business, ongoing program, or significant functional activity. Despite the fact that many leaders refer to the group reporting to them as a team, few groups really are.

Brady lead group in disarray because not cohesive.. Which is no strategy about cohesive groups?

Try to reduce feelings of performance crisis. Getting the group to feel less stress.

virtual teams

Virtual arrangements can save time and travel expenses and can allow people to belong to a team whether or not they live or work in close proximity to each other. Virtual membership also allows people to more easily accommodate their personal and professional lives.

Work interferences with family (WIF)

Work interferences with family (WIF) occur when in fulfilling their work roles, people are unable to fulfill their family roles in the way that they want.

Role theory

a perspective to understanding stress that focuses on the roles we play in our lives.

Deep acting

acting is the actual management of feelings, or actually trying to feel a certain way that is consistent with the emotions that are supposed to be Comparing surface to deep acting, the former is like "faking" your emotions while the latter is trying to manage your emotions so you don't really need to fake your expressions.

Family interferences with work (FIW)

are experienced when in fulfilling a family role, a work role is neglected. For example, if someone is going through a divorce or is taking care of an ail- ing family member, it is likely that this stress will impact his or her work role. Whether the person is physically or simply mentally absent from work, family obligations can prevent a person from performing at 100 percent capacity in the workplace.

ABC method:

assigning an A to a high-priority item, a B to an item of medium priority, and a C to low-priority items.

The more difficult it is to get into a group, the more ______ the group typically becomes.

cohesive

Social conformity

conformity involves social pressures to conform to the perceived wishes of the group. That is, mem- bers of a team strive so hard to maintain harmony and cohesion they end up avoiding the discomforts of disagreement.

Third, teams can help create a context where people feel _____________.

connected and valued.

Locus of control

control is the extent to which we believe we control our own environments and lives. Having an internal locus of control means that you believe you have control over your environment, whereas having an external locus of control means you think sources outside yourself (for example, luck or fate) are generally responsible for your environment.

Because of their tendencies to make more extreme decisions, teams are often more __________ in performing tasks than individuals.

creative and innovative

The five stages of group development

forming, storming, norming, performing, and adjourning

Perhaps the best strategy for addressing social loafing is _________.

identifiability... find ways to get each member's contribution to a task some- how communicated or displayed where others can see.

Emotional support

includes sympathy, listening, and caring for others. If you lost your job or you are going through a divorce and a friend listens to your troubles and tells you that he cares, that person is offering emotional support.

Divergent thinking

involves producing multiple or alternative answers from available information. It requires making unexpected combinations, recognizing links among remotely associated issues, and transforming informa- tion into unexpected forms.

Instrumental support

is support that is tangible and prac- tical in nature and is a direct means of helping someone.

Reduced personal accomplishment

is the feeling that one's work doesn't really matter. A manager experiencing reduced personal accomplishment might feel that she can't get positive results out of her employees no matter how hard she tries. She may feel personally ineffective and powerless in her work.

Emotional labor

is the process of regulating both feelings and expressions for the benefit of organizational goals. 29 Like burnout, emotional labor is likely to be common in the helping professions, but it has been reported by many workers, including supermarket cashiers, Disneyland ride operators, and salon employees. In many of these jobs, part of the job is acting a certain way even if you don't feel like doing so.

Emotional exhaustion

is the state of feeling psychologically "drained" or "used up" by the job.

First, teams are better when ________________.

no individual "expert" exists.

Pareto's Law, the 80/20 rule

only 20 percent of the work produces 80 percent of the value, 80 percent of sales come from 20 per- cent of customers, 80 percent of file usage is in 20 percent of the files, and so on.

Reversing the problem

reframing a problem is sometimes all it takes to redirect energy toward creative solutions.

One technique to stimulate divergent thinking is _________, or the process of breaking things, such as problems, products, or services, into their smallest com- ponent parts or attributes.

subdivision

conservation of resources (COR)

sug- gests that stress results from three possible threats to our resources: (1) the threat of losing a personal resource; (2) the actual net loss of a personal resource; or (3) the lack of resource gain following the investment of our personal energy and resources. For example, when organizations experience mass layoffs, the remaining employees (the "layoff survivors") are often expected to pick up the slack. They must devote more time and energy, and usually they do not receive additional resources for doing so. These time and emotional pressures, not to mention the threat of the loss of their own job in future layoffs, can lead to severe stress. As another example, counselors, social workers, nurses, and other people who work in the "helping professions" often experience stress as a result of con- stantly giving their energy and time to take care of others. Indeed workers in these types of professions may be particularly susceptible to a severe state of stress called "burnout."

Most teams can be classified in one of three ways:

teams that recommend things, teams that make or do things, and teams that run things.

psychological hardiness

the ability to remain psychologically stable and healthy in the face of significant stress.

Ringelmann effect

the situation in which some people do not work as hard in groups as they do individually. The cause of the effect is a lack of actual or perceived individual accountability. On the one hand, a social loafer may recognize that his or her contributions are less notice- able in a group setting; on the other, a social loafer may simply prefer to let oth- ers carry all or most of the workload given the task at hand. Social Loafing

In short, the high-performing team challenge can be boiled down to...

to (1) keep the group small, (2) focus on complementary skill sets, (3) set clear outcome-based goals, (4) enforce productive norms and conflict management, and (5) match rewards to contributions, making at least some portion cooperatively based.

Self-limiting behavior

whenever team members choose to limit their involvement in the team's work. 41 While similar to social loafing, self-limiting behaviors are a bit different. Social loafers try to make sure that no one detects that they are withholding their efforts and the payoff is that they get away with it. Self-limiters, however, overtly reduce their involvement in team activities because they just do not see any payoff to participating. For example, a team member might say, "The last time we did this it was just a waste of time—no one listened to our suggestions—so why bother?"

self-efficacy

which is a personal assessment of "how well one can execute courses of action required to deal with prospective situations."

" choking "

which is defined as performance decrements under pressure circumstances

appraisal support

which is feedback that builds your self-esteem. If you just botched a big presentation at work, and a co-worker listens to you and reassures you that it wasn't so bad and that normally you give fantastic presentations, this person is giving you appraisal support.

role conflict

which occurs when our multiple roles conflict with each other. At work, role conflict might occur for employees answering to two manag- ers who have different expectations.

convergent thinking

—starting with a defined problem and then generating alternatives to solve it. Convergent thinking is oriented toward deriving the single best (or correct) answer to a clearly defined question.

groupthink

—the tendency of members in highly cohesive teams to lose their critical evaluative capabilities.

A scorecard for determin- ing whether a team is high-performing consists of three dimensions:

• Production Output. The products or outcomes of the team meet or exceed the standards set in that context. For example, a manufacturing team that exceeds its quota would get high ratings. • Member Satisfaction. Being part of the team provides people with satis- faction. Members find belonging to the team to be a good experience both professionally and personally. • Capacity for Continued Cooperation. The team accomplishes its tasks in a way that will maintain or enhance its ability to work together in the future. That is, effective teams do not exhaust all their resources and goodwill, but get better at working together for the next project and con- tinually strive to learn from mistakes.