Chapter 6

Instrumental cohesiveness when group members are

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Instrumental cohesiveness = …when group members are mutually dependent on one another b/c they believe they could not achieve the group’s goal by acting separately How to inc. team efficacy? (inc. confidence!) - help team achieve small successes - - skill training Managed Level of Conflict - if no conflict → apathy, disengagement, lower performance level, forget to consider key issues, unaware of important aspects of situation To negotiate in conflicts: - share info & goals - strive to be open & get along - sense of humour - willingness to understand points of others w/o insisting everyone agree Accountability make members individually / jointly accountable for team’s purpose, goals, approach *Research Finding on Diversity - diversity can lead ppl to recall stereotypes (bring bias into evaluation of ppl diff. from them) - more difficult to unify team & reach agreements - teams of strangers > teams of friends (lower performance) in terms of profit - to bring benefit to team, teams must be willing to share info about themselves early on & have some common values
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P ART 2: S TRIVING FOR P ERFORMANCE BEWARE! TEAMS AREN’T ALWAYS THE ANSWER Disadvantages of Teams: - takes more time - takes more resources - inc. communication demands, conflicts, meetings How do you know if work of a group would be better done in teams? Ask: 1. Can the work be done better by > 1 person ? (simple tasks are better left to individuals) 2. Does the work create a common purpose / set of goals for the ppl in the group that’s more than the aggregate of individual goals ? (some teams better manage collective responsibility) e.g. car-dealer departments have teams that link sales representatives, customer service personnel, mechanics, parts specialists to ensure customer needs are properly met 3. Are members of the group interdependent ? (success of whole depends on success of each, success of each depends on success of others) Other conditions that may find teams more useful: work processes cut across functional lines speed is important org. mirrors complex, differentiated, rapidly changing market environment tasks require online integration of highly interdependent performers Characteristics of an Effective Team 1 Clear purpose vision, mission, goal, task of team defined & is now accepted by everyone (there’s an action plan) 2 Informality climate tends to be informal, comfortable, relaxed (no obvious tensions / signs of boredom) 3 Participation there’s much discussion; everyone is encouraged to participate 4 Listening members use effective listening techniques (questioning, paraphrasing, summarizing, etc) to get out ideas
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P ART 2: S TRIVING FOR P ERFORMANCE 5 Civilized disagreement there’s disagreement, but team is comfortable w/ this & shows no signs of avoiding, smoothing over, or suppressing conflict 6 Consensus decisions for important decisions, goal is substantial but not necessarily unanimous agreement thru open discussion of everyone’s ideas, avoidance of formal voting, or easy compromises 7 Open communication members feel free to express their feelings on tasks & on group’s operation
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Instrumental cohesiveness when group members are mutually...

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