OB most recent 4 lectures

what issues arise when you add expertise

alignment issues and fautlines

what does alignment issue mean

adding members makes the original clarity of the purpose become diluted because each new member is less likely to share the ideals of the team

fautlines

adding members makes it more likely that the team will divide into camps based on identity/goals, leads to decrease in productivity

how do team charters help with process losses

help with alignment, allow for flexibility, specify structure and credit

how do values and process losses relate

process losses are often created by a mismatch of ideals and a sense that others in the team don’t share the same value set as you do

what leads to relationship conflict

social loafing, free riding, coordination problems, social facilitation issues lead to negative attributions, which lead to relationship conflict (can lead to losses even if they may not be intentionally created)

what is the solution fixation trap

the need for “executive action” disrupts development

solution fixation trap: high performing teams

high performing teams spend more time on information processing

solution fixation trap: low performing teams

spend more time on solution exploration

how to help with the solution fixation trap

build a positive team identity because it leads to positive outcomes like strong common task commitment, shared performance goals, and mutual accountability

inputs to positive team identity

assignments, common experiences, and selection

what two questions does positive team identity address?

what do we value about the work (task commitment), and what brings us together (cohesion)

outcomes of positive team identity

strong common task commitment, shared performance goals, mutual accountability

what happens to trust when there is a misalignment of goals

trust it reduced

how to manage relationship conflict

manage yourself, manage conversation, manage relationships, manage rewards and punishments

how does shared identity relate to team effectiveness

shared identity drives team effectiveness, especially when coupling gets tighter

managerial implication for teamwork credit

money always becomes a thing, no matter how much you may value outcomes other than the money, who gets credit for what always ends up being an issue in teams

forms of task interdependence

pooled, sequential, and reciprocal

pooled interdependence

individual performance can be combined (EX: gymnastics team scores)

sequential interdependence

step by step linear process (chipotle, roots)

reciprocal interdependence

each step is important to the next, lots of back and forth

how is task interdependence decided

it is a conscious choice made by teams, and different forms of task interdepende

coordination neglect

division of labor combined with inadequate communication leads to failed integration

the curse of knowledge

when division of labor leads to specialization, there is often insufficient translation during integration because when you know something, it is hard to remember what it was like before you knew that thing

social loafing

the tendency for average levels of effort in a group to mask an individual’s lower level of output on a task, diffusion of responsibility means a global sense emerges that “someone else” will pick up the effort (clapping)

short term strategies for mitigating free-riding problems

make expectations clear, define responsibilities, fact finding sessions, explain to free rider why their effort is valued, ask for verbal/written commitment, enforce consequences

long term strategies for mititgating free riding

clear roles and responsibilities, make team members identifiable (team small, team charters, defined work structures), provide team performance reviews and feedback at regular stages

2 questions for any interdependent task

how will we divide labor, how will we coordinate to integrate the components

personality definition

individual differences in characteristic patterns of thinking, feeling, and behaving

where does personality start from

values and needs, which serve as inputs to your goals

behaviors

behaviors are the strategies we enact to reach our goals, and we react to specific outcomes. our reactions can be summarized as “personality” traits

what is personality the sum of

personality is the accumulation of outcomes or a reflection of the inputs as well as external drivers, essentially it is what you do

personality as a stable trait

you should be able to measure personality consistently and reliably in similar contexts over a substantial period, also should be correlated with a unique set of behavioral outcomes

personality as a learned trait

as we grow through early years into adolescence, various “conditioned responses” shape these patterns, personality can change into early career,

what truly drives personality

strong situations

strong situations

either constrain or shape our behaviors and may ultimately teach new personality traits (school, work)

what is the behavior formula

person + environment

work situations

strong organizational culture, job requirements, specific relationships

strong organizational culture

can be posiitve or negative (bad culture can drive out conscientiousness)

job requirements influence on personality

constrain the extent to which personality drives work behavior/output

how do specific relationships relate to personality

we may change our interaction with other people, each relationship becomes unique and we may behave “out of personality”

MBTI test

individuals’ personalities can be characterized by an average preference for specific behaviors/outcomes in 4 main categories

MBTI categories

extraversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving

MBTI advantages

predicts identifiable differences in work style, predicts statisfaction with some types of work, used in staffing/team building

MBTI disadvantages

does not predict job performance, so it cant be used in hiring processes

big 5 test

all individuals have levels of specific personality traits that can be measured in preferences for behaviors that 5 differentiable traits

what are the big 5 traits

extraversion, openness to experience, conscientiousness, agreeableness, and emotional reactivity

big 5 test advantages

specific traits can predict specific performance in certain jobs, can be used in hiring processes, some traits predict leadership emergence, certain traits seen as predictive of success/difficulty

agreeableness definition

modesty and altruistic behavior…trusting and trustworthy

agreeables 2 facets

compassion and politeness, trait least associated with leadership effectiveness because this implies a preference for harmony over direction

extraversion

assertive, active, energetic, upbeat, talkative, and optimistic

extraversion facets

enthusiam and assertiveness, tends to emerge as a predictor of “training” effectiveness (how well youll be rated after training/socialization), generally a predictor of leadership emergence because others will see you as influential, assertiveness correlated with leader effectiveness.

conscientiousness definition

disciplined in pursuit of goal attainment, efficient, and strong sense of direction

conscientiousness facets

industriousness and orderliness, the trait most correlated with job performance over the years, most correlated with leadership effectiveness

emotional reactivity definition

likely to experience higher levels of emotions and high levels of stress, anxiety, and jealousy

emotional reactivity facets

comprised of volatility and withdrawal, some tendencies can detract from potentail effectiveness, at high levels, these can lead to trouble with resilience, inability to filter reactions to events, and inhibit effective reflection and learning

openness to experience definition

intellectually curious, tendency to be creative, introspective, and imaginative

openness to experience facets

versatility and visualization, moderate predictor of leadership effectiveness, seen as being assistive in developing long term vision and imagination in solutions

what does building a personality test require

requires an honest mindset from test takers, requires randomized order and lots of items

pscyhological testing details

more items mean more reliability, so results are more consistent internally, reverse scored, mixed up items make it harder to fake results, fatigue tends to foil attempts to maintain consistency against trust ,forces choice cross dimensional questions are harder to fake

how are personality tests used in the U.S

all tests must be content valid, meaning an employer must be able to prove that a test reasonably looks like critical work behaviors related to job prformance and that higher scores are likely to result in better job performance, (survival bias research), best to use mulitple tests

how do average levels of traits in a team impact the context in which you work as an individual

the higher the average level of openess to experience as a team, the better youll do (even if youre not high in that), the higher the average level of extraversion in a team, the better youll do (even if youre not high in that)

how do average levels of these traits in a team impact the team’s performance

the higher the average level of conscientiousness in the team, the btter youll do, the higher the average level of agreeableness in the team, the better the team will do

what do team composition decisions depend on

interdependence, roles, and individual motivation

job characteristics

a theoretical

5 job factors

skill variety, task identity, task significance, autonomy, and job based feedback, the more these factors are present in teamwork, the more likely it is the team members willl find the work meaningfully and intrinscially rewarding, creates challeneg for

how do job factors and team composition relate

a system made up of multiple discrete functions requires people that are motivated by different takes, so it is important to fit the people into the roles using incentive strategy and to fit the roles together under a common positive “team identity”, as interdependence increases, conflict hurts communication and performance more

team outputs often relate to some function of individual inptus

best member drives performance (trivia), weakest member drives performance (relay), average of all members drives performance (pooled)

team composition and rewards balance three factors

centrality to the task (core, non-core), talent replaceability, and role differentiation (can members rotate?)

impact of stars in teams

when you asses a high performer, you have to try to figure out the role of context in their performance, moving stars to new teams often results in worse performance

systems that drive performance in interdependent work

resources and capabilities, systems and processes, leadership, internal networks, training, teams and teammates

where is a star’s star level output mostly captured

mostly captured by their first organization (unless they leave very early)