GVT Week 3

team configuration design

• Multiple equally sized subgroups is better than two equally sized subgroups

• Avoid unequally sized subgroups → imbalance (minority/majority)

• Avoid token individuals (isolates)

other optimizing design features of teams

• Avoid activation of fault line along configuration

• Crosscut task assignments/roles + shared goals

• Team structure → team autonomy

• Technology

culture

a set of values, assumptions, and patterns of behavior that are shared by a group of people over time and that distinguish one group from another

short term solutions of team dispersion/effectiveness

coaching and social-cognitive/climate features + restoring balance + basic task design (autonomy, cross-cut, shared goals)

long term solutions to team dispersion/effectiveness

reconfigure/redesign the team

cultural intelligence

individual’s capability to function effectively in culturally diverse settings

four facets of cultural intelligence

• Cognitive CQ → knowledge about different cultures and values

• Metacognitive CQ → ability to question and revise mental models

• Motivational CQ → ability to direct attention and energy towards intercultural situations

• Behavioral CQ → capability to engage in appropriate verbal and nonverbal actions

media synchronicity theory

focuses on the ability of the media to support synchronicity, a shared pattern of coordinated behavior among individuals as they work together

two main hurdles of cultural retooling

• value discrepancy — when behavior conflicts with personal values

• routine discrepancy — when behavior feels awkward when it’s different than what one’s used to

integrative retooling

• self licensing — legitimizing new behavior by legitimizing cultural context

• personalizing — making small, more meaningful adjustments so it feels more natural

functional leadership approach

focus turned from what a leader looks like to what a team needs

cultural broker

individual with the capability to facilitate cross-cultural interaction between others

cultural insiders

works as a bridge and helps work around challenge

cultural outsiders

works as a adhesive by helping others work through

Meyer (2014) culture map dimensions

• Communicating

• Evaluating

• Persuading

• Leading

• Deciding

• Trusting

• Confrontation

• Scheduling

Meyer (2014) rules to navigate cultural differences

• don’t underestimate the challenge

• apply multiple perspectives

• find the positive in other approaches

• adjust, and readjust, your position

Hinds et al. (2014) summary

• Subgroup identification and language fuel one another such that language asymmetries are visible markers that keep subgroup identification alive, and divisive subgroups render navigating language asymmetries more emotionally charged

• The reason why language creates fault lines (dormant or activated) is that it is a salient category that is easily accessible

team

interdependent group of people with relative stability who work together towards a goal (rely on one another to achieve results)

diversity

differences between individuals on any attribute that may lead to perception that another person is different from self

benefits of team diversity

• Broader and deeper pool of task-relevant information

• Different perspectives and networks

• Better problem-solving, decision quality, creativity and innovation

challenges of team diversity

• Social categorization → perceptual grouping of people

• Intergroup bias → more favorable perception of, and attitudes and behaviors toward those who we see as members of our “in-group”

categorization elaboration model

explains how diversity can positively/negatively impact team performance

• Task complexity is important to information elaboration; diversity is most beneficial when tasks are complex

• Motivation is crucial

• Diversity can negatively impact through high salience in the diversity

• Fault lines → lines that split teams into subgroups

• Social categorization does not always have to lead to intergroup bias

task-focused leadership behavior

facilitate understanding of task requirements, procedures, and obtainment of task-relevant information

person-focused leadership behavior

facilitate social interactions and attitudes for effective teamwork

Leader diversity-related competencies

• Cognitive understanding → predicting dominant team process

• Social perceptiveness → diagnosing dominant team process

• Behavioral flexibility → functional matching of leadership behaviors

task-focused leadership strategies

• Providing feedback

• Creating shared accountability

• Clear structure

person-focused leadership strategies

• Build trust and engagement

• Encourage collaboration

• Focus on employee growth and individual needs

Neeley and Kaplan (2014) summary

• Lingua franca should be established

• Challenges:

  • Balance with local culture

  • Decision makers may undervalue/overvalue language skills

  • Nonnative speakers experience a loss of power and status

• Hiring and training process

  • Accept limitations on language and provide training

  • Don’t over rely on external lateral hires