Teams For I/o Psychology

Front 1

Team

Back 1

Interdependent collection of individuals with Shared objectives and Mutual responsibility

Front 2

Characteristics of Teams

Back 2

(1) Size
(2) Interdependence
(3) Common Goal
(4) Organization-based
(5) Identity
(6) Differentiated Roles
(7) Autonomy

Front 3

Socialization

Back 3

process of mutual adjustment that produces changes over time in the relationship between a person & a team

Includes joining, being on, & leaving team

Front 4

Five (5) Phases of Team Membership

Back 4

(1) Investigation
(2) Socialization
(3) Maintenance
(4) Resocialization
(5) Remembrance

Front 5

Conflict

Back 5

within-group friction that is part of team processes

(1) Beneficial (Cognitive)
(2) Competitive (Affective)

Front 6

Beneficial Conflict

Back 6

motivation to understand other’s views & interests

Front 7

Competitive Conflict

Back 7

Vigorous defense of own position in an attempt to win over others

Front 8

Cognitive Conflict

Back 8

task-related; differences in judgment or perspectives (Beneficial)

Front 9

Affective Conflict

Back 9

emotional; arises from personal incompatibilities or disputes (Competitive)

Front 10

Team Cohesion

Back 10

degree to which members of a team feel attracted to their team & are compelled to stay in it

>>> Cohesion-performance causality not established
>>> Competition harms (individual rewards); team achievement enhances (team rewards)
>>> Related to groupthink

Front 11

Surface-level Diversity

Back 11

refers to team member attributes easily detected; Demographic & organizational diversity

Front 12

Deep-level Diversity

Back 12

refers to internal attributes of team members; Psychosocial diversity

Front 13

Homogeneity

Back 13

Within-group similarity based on some characteristic; inversely related to diversity

Front 14

Trust

Back 14

Belief that even though you have no control over another person’s behavior toward you, that person will behave in a way that benefits you

Effects on performance are through mediators

Front 15

Synergy

Back 15

“whole is more than the sum of its parts” principle

Front 16

Shared Mental Model

Back 16

cognitive processes held in common by members of a team regarding how they acquire information, analyze it, & respond to it

Front 17

Four (4) Types of Shared Knowledge in Teams

Back 17

(1) Task-specific information
(2) Task-related knowledge
(3) Knowledge of teammates
(4) Shared attitudes & beliefs

Front 18

Team Member Schema

Back 18

Refers to perceptions individuals have of how a team ought to work together; focus on similarity among members

Front 19

Four (4) Types of Teams

Back 19

(1) Problem-solving
(2) Creative
(3) Tactical
(4) Ad hoc

Front 20

Sundstrom’s Fourt (4) Points that Distinguish Teams

Back 20

(1) Differentiation
(2) Integration
(3) Work Cycle
(4) Typical Outputs

Front 21

Virtual Teams

Back 21

Primary source of communication is through forms of electronic media.

> Dispersed geographically; &
> Synchronous or asynchronous interaction
> Supervisors are important

Front 22

Tuckman’s Developmental Sequence

Back 22

(1) Forming
(2) Storming
(3) Norming
(4) Performing
(5) Adjourning

Front 23

Types of Team Tasks

Back 23

(1) Additive: member outputs are summed
(2) Disjunctive: group’s potential productivity dependent upon best member; require only one member to perform
(3) Conjuctive: potential productivity is dependent upon worst member
(4) Discretionary/Compensatory: potential productivity is varied

Front 24

Social Loafing

Back 24

tendency to exert less effort toward completing a group-based task

Decrease loafing with:
> Complex tasks
> Team goals are defined clearly
> Increased individual motivation

Front 25

Process Loss

Back 25

deficits in coordination or motivation that cause a team to fail to meet potential

Actual productivity=potential - process loss

Front 26

Group Think

Back 26

a fundamentally flawed mode of thinking that may occur in highly cohesive groups

Front 27

Group Polarization

Back 27

shifting of group’s view toward majority view; group is therefore more extreme than the mean of the group

Front 28

Risky Shift

Back 28

tendency for groups to recommend riskier courses of action than individual group members as a by-product of group discussion

Front 29

Social Facilitation

Back 29

Effect on performance when another person is present; may be positive or negative

Front 30

Three (3) Types of Team Outcomes

Back 30

(1) Performance: including quality & quantity
(2) Viability: team longevity
(3) Member growth: members’ affective reactions

Front 31

Effective Teams Are…

Back 31

> Given feedback at the team-level
> Given a rewards structure designed to reward team, not the individuals
> Motivated to continue working with team members

Front 32

Team Workflow

Back 32

(1) Pooled/additive pattern: there is a separation between each members’ activities and work completed.
(2) Sequential: workflow is unidirectional.
(3) Reciprocal: workflow involves back-and-forth interaction.
(4) Intensive: characterized by close working relationships.

Front 33

The Social Relations Model

Back 33

Serves as a way to analyze team members’ interdependent ratings (i.e., perceptions) of one another

Three types of effects:
(1) Perceiver effect
(2) Target effect
(3) Relationship effect