LectureNotes5 - Tuesday Topic HW#4 Team performance While...

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Unformatted text preview: Tuesday, February 12, 2008 Topic: HW #4, Team performance While we’re getting underway, please check: pp 303m to 304m Punctuated equilibrium model pp 316m to 318m Size of group and “social loafing” Goals today include: Focused atmosphere (side conversations) On—task until “class dismissed”. (Go over HW 3, item 3B, ax of WIB statements) Analysis of items from HW 3, 3.B. (see HW, pls) Is each part of the WIB correct? / a. When you come in late without calling, (Unoth 059M (a 5:5, I am disappointed [9 5m, ’W )“aumeJ " «(flail because other employees have to work harder to pick (9 " up the slack and it stresses them. fivsinvov-“N / b You are hardworking, (:3 7mi+ an®ke that because I work hard too.® No’r him .01qu you dump food waste in the recycling bin 053 I get angry because it tells me you are too lazy to walk three steps to do it the right way. um W ’7 ,ho F6! 536;; {FA-(Pass. /d. [I’ve noticed that you’ve been working hard and even vstaying late on occasionJWhe‘g _I see this it makes me happy. (5% mag .19 “NM“ Vc. ‘/ e. When you joke so loudly with co-workers that the © ole: 7 customers notice, ‘ (xi I feel (I? "'73 “in ' because this is immature behavior. NH cu LvS When you stay late to prep for tomorrow, I appreciate it because that gives me more free time in the mornings to do all these darned reports. 14 HUM Leaders boost performance 1 Set the stage before halftime Punctuated equilibrium model (of work pace) 2 Manage discussion for decision quality Strengths & weaknesses of group decisions 3 Leadership will cost you. Process losses “Why set the stage before halftime?” “PUNCTUATED EQUILIBRIUM” MODEL (p 303) Descrip tion of work pace A. 1st half: inertia, usually little activity B. Mid-point alarm; re-org & speedup C. 2“d half: new tempo D. Homestretch burst N0! in HW Practical imglications of assuming quiet 1st half? “Set the stage”. A. . 1”t mtgzset up mtg schedule, goals, workplan (Also see HW 3, task ldr on “no shows”) B. Assemble materials in advance —- order data -- find articles C. Make external appts (lead time for interviews) D. Push for grotoflpe in 1st half -- See how parts fit together -- Identify problems early (not at end!) Why “Manage discussion for decision quality?” Much is made of the upside of group decisions. Yet it requires leadership to get creative & accurate instead of slow & flawed 10 Strengths o More complete information (--> better decision!) -- Identify more options -- Costs of options -- Outcomes of options 0 More diverse views (potential creativity & accuracy) 0 Acceptance of decision (because were involved) 11 Weaknesses 0 Time consuming (see HW 3 on “tangents”) 0 Possible domination by a subset 0 Group biases and errors —- Group shift (shift towards adoption of risky ideas) -- GroupThink (squashes dissent) o Norms may be against the priorities of the organization —- Bank Wiring Room (norms restricted output) 12 Leader helps minimize the inevitable tradeoffs among Fast, Cheap or Right. The PoRCh triangle: Pick any 2 sides. Pronto (Fast) \ Right N Cheap 13 Things to do: 1. Solicit opinions, so all give input. 2. Test apparent consensus, avoiding GroupThink. A. Given the stakes, is this good enough? B. I see downsides. Are we OK with ‘em? C. Honestly, I don’t like it. Bob, how about Log? 3. Delegate follow-through (see HW 3, “orphaned task”) 14 Why leadership will cost you. PROCESS LOSS “The lost time and effort (inefficiencies) due to working in a group as opposed to working alone. ” Ex: Setting up meetings is “non-production” work Some concepts related to process loss... 0 Social loafing 0 Free riding 15 Social loafing “Decreasing marginal returns of additional labor”. Ringelmann’s rope—pulling experiment (p 316) 250 | I I 150 | Kg l Force | 60 l l I 1 3 8 Persons pulling 16 250 I l l 150 | Kg 1 // X,“ / 1 Force | 60 l | l 3 Persons pulling Practical implications: A. Non-linear gains per new members. 3. Instead, expect to do more work than “even split”. C. Smaller groups have advantages! l7 Free riding “Uneven contribution of inputs despite uniform distribution of rewards. ” At the extreme: “An individual may coast on a group’s effort, and add minimal value”. Practical implications: A. 80/20 rule (are you the 1 in 5?) B. Push for assessment of individual contribution. C. Guard your reputation! 18 To prepare for the review next Thursday: 1 Answer the questions in HW (self-check) 2 Look for overlap (or not) of notes and HW END 19 ...
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