mgt 18 midterm

what does goldsmith say about diversity tension as a positive

Goldsmith argues that diversity tension can enhance creativity and problem-solving by bringing together varied perspectives and experiences, leading to more innovative solutions in teams.

diversity is considered by what perspectives

identity, domestic/global, cognitive

suoeradditivity

where the product is greater than the sum of its parts (1+1=3)

what are page’s 4 conditions for diversity to trump ability?

the problem must be hard

people must be smart

people must be diverse

teams have to be reasonably large and were chosen from a large and diverse pool of candidates

diversity tension

the conflict that arises when diverse perspectives create challenges in communication and collaboration.

according to scott page, which team do we think we would enjoy more and find more fun

homogenous teams

banaji

implicit bias

katherine philips

diversity enhances creativity by encouraging continual search for info and persepctives that lead to better decision making and problem solving

katherine philips concluded what about homogenous groups

being with similar people tends to lead people to think that they hold the same information and share the same perspectives, creating a barrier to diverse backgrounds

martin davidson and hofstede

social identity theory

davidson’s theory

circular model of social identity that emphasizes the importance of understanding how group memberships influence behaviors and perceptions.

hofstede’s theory

pyramid diagram: personality, culture, then human nature

sandra sucher

master status and stereotype threat

master status

age, race, gender

the “foreground” part of one’s identity seen as most salient by members of the organization or group

master status

stereotype threat

A situational predicament where individuals fear confirming negative stereotypes associated with their group, potentially hindering their performance.

david harrison

surface level vs deep level differences

what did harrison argue

that diversity actually complicates things

surface level differences

race, gender, age

deep level differences

values, attitudes, personality

deep level differences increaes or decrease over time

increase over time as people get to know each other better and understand differing perspectives.

surface level differences

decraese over time as superficial factors become less significant in relationships.

harrison concluded what

maximize differences in types of knowledge, skills, abilities, while minimizing differences in job-related beliefs, attitudes, and values that might create especially effective teams

polzer and elfenbein

interpersonal congruence

interpersonal congruence

a state where individuals share similar beliefs, attitudes, and values, leading to more effective communication and collaboration in teams.

4 sources of implicit bias

implicit forms of prejudice

bias that favors one’s own group

conflict of interest

tendency to overclaim credit

IAT test

repeatedly associating biases with certain words creates a bias/prejudice

banaji and workplace diversity training

gather empirical data

reshape our environment with an audit looking for unintended bias

seek veil of ignorance

recognize power of priming

veil of ignorance

minimizing self-interest in making a judgement

power of priming

ability to disrupt bias by influencing perceptions and behaviors before a judgment is made.

katzenback and smith

6 common misperceptions and “real team”

what are the 6 common misperceptions in teams

harmony helps, bigger is better, you don’t need to be face to face, success depends upon leadership, teamwork is magical

what is a “real team”

A group of people who have complementary skills and are committed to a common purpose and performance goals and hold each other mutually accountable

smaller teams perform better due to katzenbazck and smith becaus of what

they hold themlselves mutually accountable

advantages and differences between workgroups and teams

Workgroups focus on individual accountability while teams emphasize collective responsibility. Teams have shared goals, fostering collaboration and synergy.

tuckman

stages of group development (group development theory)

group development theory

a framework that describes the phases teams typically move through as they form and evolve, including forming, storming, norming, performing, and adjourning.

forming

the initial stage of team development where members come together, get acquainted, and establish ground rules.

storming

the second stage of team development where conflicts arise as team members assert their individual opinions, leading to challenges in team dynamics.

norming

the third stage of team development where team members start to resolve their differences, establish norms, and develop stronger relationships.

performing

the fourth stage of team development where the team functions at a high level, effectively collaborating and achieving their goals.

adjourning

the final stage of team development where the team disbands after achieving its goals, reflecting on its accomplishments and experiences.

task roles

roles that focus on the specific tasks and objectives of the team, helping to achieve its goals and deliverables.

initiator, opinion seeker, integrator, facilitator, energizer, devil's advocate, recorder

task roles

encourager, harminozer, tension reliever, gate keeper, feelings expresser

maintenance roles

maintenance roles

roles that support team dynamics and interpersonal relationships, ensuring a positive and collaborative environment.

Blocker, isolater, dominator, controller, recognition seeker, clown, cynic

dysfunctional roles

dysfunctional roles

disruptive roles that detract from productivity and cohesion, prevent group development and maturity

cardona and miller on team development

the carmill model

carmill model

a framework explaining team development stages and dynamics proposed by Cardona and Miller.

cardona and miller said that

the heart of the destructive cycle is the presence of individual or private objects

pentland

science of teamwork

what did pentland reasearch on successful teams

showed that patterns of communication, rather than individual skills, are the key to success.

charles duhigg

resarch findings from project aristolte

what characteristics did duhigg emphasize in creating a psychologically safe environment

equality in conversational turn taking

ostentatious listening

psychological safety

is a condition in which team members feel safe to take risks, express their thoughts, and make mistakes without fear of negative consequences, fostering open and honest communication.

harrison and klein

identified that diversity can enhance group performance by bringing varied perspectives and ideas.

separation diversity

refers to differences among team members in demographic characteristics such as age, gender, and ethnicity, which can impact team dynamics and performance.

variety diversity

involves differences in knowledge, skills, and abilities among team members, contributing to innovative problem-solving and decision-making.

disparity diversity

refers to differences in status, rank, or power among team members, which can affect interactions and authority within a group.

amy edmonson on psychogical safety

is a concept introduced by scholar Amy Edmondson, emphasizing the importance of a safe environment where team members feel comfortable expressing their thoughts and concerns without fear of negative consequences.

diversity that results from hierarchical differences

disparity diversity

edmonson on building the right environment

framing, inquiry, bridging boundaties

hill and linebacker

communication

3 acid test for how we

communicate

for the lsitener

If you aren’t willing to change your mind, you’re not really listening

for the speaker

Words unheard were never spoken

for confronting

Only confront when you want to grow closer

karen christenson

is an expert in communication skills who emphasizes the importance of active listening and constructive confrontation in professional environments.

henrik bresman

is a renowned authority on organizational behavior and team dynamics, known for his research on leadership and motivation in workplace settings.

What do Katzenbach and Smith say is necessary for an effective team?

specific team goals