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90 Cards in this Set
- Front
- Back
Training Definition
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Systematic acquisition of skills, rules, concepts, or attitudes
Result in improved performance |
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Phases of Skill Acquisition (Anderson '85)
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Declarative Knowledge
Knowledge Compilation Procedural Knowledge |
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On-Site Training Methods
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On-the-job training
job rotation apprentice training |
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off site training methods
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lectures
audiovisual materials |
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other training methods
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computer based training
simulation |
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critical management personal skills - wheton & cameron 1991 - management development
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Developing self awareness
managing stress solving problems creatively |
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critical management interpersonal skills - wheton & cameron 1991 - management development
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communicating supportively
gaining power and influence motivating others managing conflict |
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training phases - assessment phase
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organization analysis
task analysis person analysis develop instructional objectives develop criteria for program evaluation |
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training phases - training development phase
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consider:
program content basic learning principles media selection length of training |
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training phases - evaluation phase
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ideally use experimental design
consider evaluation criteria (kirpatric's) reaction criteria learning criteria(training validity) behavioral criteria(transfer validity) results criteria(organizational validity) |
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Training
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use evaluation information to modify needs assessment and training development phases.
consider that training needs change over time |
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purpose of performance appraisal (3)
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administrative
developmental research |
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sources of performance appraisal information
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objective production data
personnel data judgmental data |
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judgmental data
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to make performance judgments must have:
ability to conduct fair appraisal motivation to conduct fair appraisal |
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major types of rating scales
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graphic rating scales
employee comparison methods behavioral checklists |
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graphic rating scales
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rate employees on degree to which they possess certain traits or factors (1-5_
prone to commit rating errors |
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rating errors
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leniency/strictness
central tendency halo (average score based on impression) |
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employe comparison methods advantage/disadvantage
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advantage- forced to make distinctions among ratees
disadvantage - true differences in ratee performance may be small/nonexistant |
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employee comparison methods
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straight ranking
paired comparison method forced distribution |
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behavioral checklists - advantage/disadvantage
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advantage behaviors are concrete (specific, not vague)
more effective for development |
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behavioral checklists
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based on critical incidents
weighted checklist behavioral observation scales behaviorally anchored rating scales forced choice scales |
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weighted checklist
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evaluate performance by checking obvserved behaviors
helps people +10 hates people -10 |
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behavioral observation scales
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frequency based
1= never 10= shit bro, all the time |
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behaviorally anchored rating scales
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each scales anchored by behavior. eg- cooperative behavior dimension
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BARS anchored rating scales advantage disadvantage
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adv - supervisors and subordinates understand how performance is defined/greater commitment due to extensive participation
dis - not that great of reduction in rating errors/costly and time consuming to develop |
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forced choice scale
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rater selects one work behavior from each set
one is critical incident, other is distractor. point only if crucial selected. |
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forced choice scale adv/disadv
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adv - eliminates motivations of rater, some bias
disadv/ useless for development must keep key confidential rater resistance still possible to rate unfairly |
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rater error (4)
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leniency/strictness
central tendency halo rater prejudice/stereotypes |
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rater error: prejudice and stereotypes heilman & stopeck '85 results
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men not affected
attractive women good for clerical, ungly hoes good for managerial |
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environmental sources of error (5)
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social standing
value on results performance attributions role conflict of raters purpose of appraisal |
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Ways to improve performance appraisal (3)
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rater training
multiple raters base on job analysis |
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greater acceptance of negative feedback when: (4)
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ratee participation
plans for future discussed rated on job-relevant factors opportunity to challenge the appraisal |
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self-assessments result in (2)
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more leniency (anderson, warner, spencer '84)
Less halo - thornton '80 |
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peer assessment
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peer nominations
peer rakings peer ratings inter rater reliability = high (.8-.9) impressive validity (.4 range) |
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merit pay defn.
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pay based on good or bad performance
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conditions for merit pay to motivate
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pay must have positive valence/significance
performance appraisal must be perceived as accurate |
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types of merit pay systems (4)
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time saved
amount produced cost savings profit |
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time saved merit pay
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standard hour - individual
improshare - group |
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amount produced merit pay
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piece rate - individual
group incentives - group level |
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time saved/productivity merit pay issues
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deficient of quality problems
type of equipment contamination |
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cost savings merit pay
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suggestion systems - individual
sanlon plan - group level base rate is a problem |
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profit merit pay
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profit sharing
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pay innovations
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all salaried
pay-for-knowledge |
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all salaried pay results
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lessen we vs. they
cause employees to more readily work toward objectives result in greater loyalty and commitment |
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pay for knowledge adv/disadv
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adv - greater flexibility
increased job security tendency to be more satisfied/motivated disadv - costly training/compens. |
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organizational theory - classical theory
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focuses on structure of organization
-functional principle/division of labor scalar principle (authoritative influence) line/staff principle span of control |
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organizational theory - neoclassical theory
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challenges classical theory
division of labor = alienation scalar principle - not just authoritative influence line/staff - hard to classify jobs span of control - difficult to determine how much is appropriate |
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modern organizational theory
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dynamic view
systems approach -interrelationship within organization interrelationship with environment |
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5 parts of modern organizational theory
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individuals
formal organization small groups status and roles physical setting |
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social system components
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roles
norms - sanctions -work restriction -reduces variability |
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why study social culture
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understand origins of corporate policies and decisions
select new employees who would be successful explain why some mergers fail, some don't |
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social system - organizational climate
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subset of culture
insider's perceptions |
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person-environment congruence - poor fit
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work overload
type a vs. type b role ambiguity role conflict prolonged stress/burnout |
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person-environment congruence - good fit (3)
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job involvement
organizational commitment self esteem |
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organizational change (2)
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process of bringing about change
issues regarding growth/fit with external environment |
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Organizational development - changes in the 80s (4)
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computers
cultural diversity communication technology globalization |
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organizational development - current changes (4)
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stronger pressures for change
speed of change responsiveness to environment as continuous process almost all organizations affected by changing environmental conditions |
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four dimensions of empowerment (spitzer '97)
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meaning
competence self-determination impact |
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planned organizational change - work setting (4)
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organizing arrangements
social factors physical setting technology |
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planned organization change influences: (2)
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individual development
organizational performance |
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organizational change interventions (2)
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organizational culture change
total quality management - tqm |
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changing culture depends on stages of growth (schein '99.) stages: (3)
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founding and early growth
midlife mature companies |
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young organization changes
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gradual and incremental change
promote hybrid insiders |
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midlife organization changes
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unlearning of beliefs values attitudes
difficult process create sense of psychological safety |
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mature company culture change
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difficult
get a hybrid CEO |
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four critical features of culture change process ( kotter & heskett '92 applebaum & batt '93)
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strong leader
clear vision new work procedures open to learning |
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TQM total quality management
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psychology - employee involvement in decision making
stats (w. edwards deming) stat quality control -decrease variation -increase mean marking - customer satisfaction business - align parts of business |
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porras & robertson '92
change intervention studies 4 categories |
organizing arrangements
social factors technology physical setting |
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porras & robertson results
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no change half the time
very low negative change |
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muchinsky change research
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move toward multi faceted change
must include system wide design change include system wide transformation |
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team defn
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bounded social units that work within a larger social system
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types of teams
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creative
tactical ad hoc |
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mcityre & salas '95
teams are: |
provision and acceptance of feedback
prepared to back fellow membersview selves as group, success depends on group interaction |
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team structure variables
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number of members
demographic composition member experience |
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team structure diversities (2)
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information diversity (good for performance)
value diversity bad for commitment |
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belbin '81 4 functions
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leadership
liaison team maintenance worker producer |
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belbin's leadership roles (2)
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leader
shaper |
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belbin's liason function role (1)
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resource investigator
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belbin's maintenance roles (2
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team facilitator
monitor-evaluator |
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belbin's worker producer roles (3)
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worker
completer-finisher creator |
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team processes (3)
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socialization
interpersonal processes shared mental models |
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moreland & levine '01 - 3 concepts
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evaluation
commitment role transition |
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moreland & levine '01 - 5 phases of team membership
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investigation
socialization maintenance re-socialization remembrance |
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interpersonal team processes yeatts & hyten '98
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identified interpersonal characteristics important to high performance in teams
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yeatts and hyten '98 interpersonal team processes
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communication
conflict (beneficial/competitive) cohesion trush |
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high performing teams manifest (4)
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high communication
good at expressing conflict cohesiveness trust |
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shared mental models - cannon-bowers & salas '01 (4)
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task specific information
task related information knowledge of teammates shared attitudes and beliefs |
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groupthink defn
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members think too alike
don't consider outside info view external environment as threat quick agreement with eachother |
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symptoms of groupthink
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illusion of invulnerability
false assumptions of team's morality illusion of group unanimity some keep opposing viewpoints from team's consideration |
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virtual teams
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electronic communication
dispersed geographically interact synchronously or asynchronously more complicated - absence of social verbal cues |