Team Processes and Emergent States (10/21/2026)

Input process output (IPO) model

• First model proposed to study organizational teams

• Input impact teamwork which then affects outcomes

• Meant to be more of a system models but now is used more sequentially, the link between output to input is missing

Team processes

• Interdependent actions that orchestrate taskwork in the pursuit of team goals

• Activities and interactions in which the team members engage

• Vehicles that transform team inputs to both proximal and longer-term outcomes

• Typically behavioral constructs

  • They describe the nature of member interactions

  • E.g., communication

Emergent states

• Constructs that characterize properties of the team that are dynamic in nature and vary (e.g., team mental models)

• Characteristics of the team that emerge over time as members interact w/one another

  • Cognitive, affective, and motivational states

  • Stable patterns of thought, affect, and behavior that develop over time and provides stability to the team

Team efficacy

Knowing we can succeed on a specific task

Team potency

Yes we can, no matter what task must be tackled. Might potentially be more important than actual ability

Social loafing

• A motivational challenge

• Free riders

• Sucker-effects (when high performers in a team withdraw their effort because they feel as though the effort is not being reciprocated)

Contributing factors to social loafing

• Whenever there are no consequences for loafing

• When the free riders are not aware of what other people are doing

How to increase team motivation and decrease social loafing

• Job characteristic model

• PM system

• Cohesion

• Potency

Cohesion

• Refers to the bonds that hold a team together

• Unity based on interpersonal attraction or commitment to the task

• Shared purpose

• Perceived similarity

• Social identity

Social cohestion

Interpersonal attraction

Task cohesion

• Based on group motivation

• Results in team efficacy and potency

Collective cohesion

• Based on shared identity

• Entitativity

Emotional cohesion

• Sense of pride

• Shared excitements and disappointments

Structural cohesion

• Structural integrity (normative coherence, role clarity)

Positive outcomes of cohesion

• Member satisfaction and adjustment

• Decreases in turnover and stress

• Group dynamics and influence

• Productivity (bi-directional) that depends on group norms

Problematic consequences of cohesion

• Intensification of emotional and social processes (e.g., “old sergeant’s syndrome”)

• Increased influence, pressure

• Groupthink

Building cohesion

• Training in task and social interaction skills

• Increase physical proximity

• Team success and reward for success

• Team leader behavior

• Team building activities

• Help members share perceptions of supplementary and complementary fit