D. IO Team Dynamics

Team

two or more people who perceive themselves as a group and interacts with each other

Dyad

2 people

Triad

3 people

Small Group

4

Corresponding Effects

an event that affects one member of a group will affect the other group members

Common Goal

aim or purpose shared by members of a group

Work Teams

manage themselves, assign jobs, plan and schedule work, make work

Parallel Teams

consists of representative from various departments within an organization

Project Teams

formed to produce one

Management Teams

managers; provide general direction and assistance to other teams

Forming

team members feel out the team concept and attempt to make a positive impression

Storming

group members start to disagree with one another (tension and conflict)

Norming

establishing of roles and policies (acknowledging reality of team)

Performing

accomplishing the goal

Process Losses

resources expended toward team development and maintenance rather than the task

Brook's Law

principle that adding more people to a late project only makes it later

Social Loafing

when people exert less effort than what they are capable of

Assignment

employees are assigned to them

Physical Proximity

tendency to form groups with people who either live or work nearby

Affiliation

involves our need to be with other people

Identification

need to associate ourselves with the image projected by other people, groups, or objects

Emotional Support

to obtain emotional support

Assistance for Help

to obtain assistance or help

Common Interest

to obtain emotional support

Common Goals

pursuit of a common goal

Group Cohesiveness

extent to which group members like and trust one another, are committed to accomplishing a team goal, and share a feeling of group pride

Group Homogeneity

extent to which its members are similar

Homogenous Group

members are similar in some or most ways

Heterogenous Group

members are more different than alike

Slightly Heterogeneous Groups

a few group members have different characteristics from the rest of the group

Stability of Membership

extent to which the membership of a group remains consistent over time

Isolation

degree of physical distance of a group from other groups

Outside Pressure

amount of psychological pressure placed on a group by people who are not members of the group

Psychological Reactance

when we believe that someone is trying to intentionally influence us to take some particular action, we often react by doing the opposite

Straw Man

an opponent who does not actually exist but to whom negative statements about the group can be attributed

Group Size

number of members in a group

Additive Tasks

those for which the group's performance is equal to the sum of the performances by each group member; each contribution is important

Conjunctive Tasks

group performance depends on the least effective group member

Disjunctive Tasks

group performance is based on the most talented group member

Social Impact Theory

If the group is already stable and cohesive, adding another member might be disruptive

Group Status

esteem in which the group is held by people not in the group

Communication Structure

manner in which members of a group communicate with one another

Group Roles

extent to which its members assume different roles

Task

Oriented Roles

Social

Oriented Roles

Individual Role

blocking group activities, calling attention to oneself, and avoiding group interaction

Social Facilitation

involves positive effect of presence of others on individual's behavior

Social Inhibition

involves the negative effects of other's presence

Audience Effects

takes place when a group of people passively watch an individual

Coaction

the effect on behavior when two or more people are performing the same task in the presence of one another

Mere Presence

the very fact that others happen to be present naturally produces arousal and thus may affect performance

Comparison

effect when an individual working on a task compares his or her performance with that of another person performing the same task

Evaluation Apprehension

idea that a person performing a task becomes aroused because he or she is concerned that others are evaluating his or her performance

Distracting

idea that social inhibition occurs because the presence of others provides a distraction that interferes with concentration

Social Loafing

individuals in a group often exert less individual effort than they would if they were not in a group

Free

Rider Theory

Sucker Effect

social loafing occurs when a group member notices that other group members are not working hard and does are "playing him for a sucker"

Individual Dominance

when one member of a group dominates the group

Groupthink

state of mind in which a group is so concerned about its own cohesiveness that it ignores important information

Devil's Advocate

group member who intentionally provides an opposing opinion to that expressed by the leader or the majority of the group

Nominal Group

when several people individually work on a problem but do not interact

Interacting Group

when individuals interact to solve a problem

Group Polarization

group members will shift their beliefs to a more extreme version of what they already believe individually

Brainstorming

group members are encouraged to speak out their ideas

Work Team

a collection of three or more individuals who interact intensively to provide an organizational product, plan, decision, or service

Identification

extent to which group members identify with the team rather than in other groups.

Interdependence

one member does greatly influences what another member does

Power Differentiation

overstepping roles, challenge opinions, interrupt each other, gives orders and use sarcasm

Social Distance

an imaginary space that separates two colleagues such as treating them formally and very politely rather than being casual

Permanency

extent to which a team will remain together or be disbanded after a task has been accomplished.

Proximity

physical distance between people.

Virtual Teams

teams that communicate through email rather than face to face.

Crew

group of expert specialist that have specific role positions, perform brief events that are closely synch with each other, and repeat

Parallel Teams

Consist of representatives from various departments (functions) within an organization

Project Teams

Formed to produce one

Management Teams

Coordinate, manage, advise, and direct employees and teams

Forming

team members get to know each other and decide roles

Storming

begins to disagree with each other; frustration starts individually

Norming

easing the tension from the previous stage

Performing

begins to accomplish the goals

Punctuated Equilibrium

suggests that rather than forming in stages, teams develop direction and strategy in the first meeting, follow this direction for a period of time, and then drastically revise their strategy about halfway through

Conflict

psychological and behavioral reaction to a perception that another person is keeping you from reaching a goal

Dysfunctional Conflict

keeps people from working together, lessens productivity, spreads to other areas, and increases turnover

Functional Conflict

moderate levels of conflict can stimulate new ideas, increase friendly competition, and increase team effectiveness

Interpersonal Conflicts

occurs between two individuals

Individual

Group Conflicts

Group

Group Conflict

Avoiding Style

ignore conflict and hope it will resolve itself

Triangling

occurs when an employee discusses the conflict with a third party

Accommodating Style

a person is so intent on settling a conflict that he gives in and risks hurting himself

Forcing Style

handles conflict in a win

Collaborating Style

wants to win but also wants the other person win as well

Compromising Style

adopts give

Least Acceptable Result (Lar)

lowest settlement that a person is willing to accept in a negotiated agreement

Maximum Supportable Position (MSP)

highest possible settlement that a person could reasonably ask for and still maintain credibility in negotiating an agreement

Dispute

when they can't agree to resolve the conflict

Cooperative Problem Solving

all department reps come over to solve the problem