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