Organization and who have membership that is

organization, and who have membership that is identifiable to those on the team and not
on the team; the team has a common goal
o Team Effectiveness : measured on several dimensions
 Knowledge Criteria : degree to which team increases its performance capabilities
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 Must be diversity in knowledge, knowledge must be shared, must have
learning over time (do you get better?)
 Affective Criteria : whether team members have a fulfilling/satisfying experience
 Outcome Criteria : quantity and quality of the team’s output (comes in parts – did
you get research done, meet writing center requirement, get a good grade)
 Synergy v. Process Loss
o Synergy : the total output of the team is greater than the combined outputs of individual
members working alone
o Process Loss : time and energy spent on maintaining the team as opposed to working on
the team’s tasks
 Influences on Team Effectiveness
o Composition : who is on the team and what they bring to the team
 Diversity : depends on task, outcomes, time, type of diversity; good when it is
complex; improves performance when it is accompanied by different points of
view/different information
 Personality : agreeableness and emotional stability help with maintenance,
conscientiousness helps with performance
 Size : inverted U (bigger team=higher performance to a point) vs. linear
performance (bigger team=higher performance)
o Structure : what does the task look like
 Member Roles :
 Norms : people look for similarities
 Task Structure : determines whether you need a group or not
 Divisible (can be broken down into smaller tasks – group paper) vs.
Unitary (done in one segment – knitting)
 Maximization (quantity) vs. Optimization (quality)
 Additive (don’t need teamwork, series of unitary tasks – data entry),
Compensatory (task at hand benefits from information play – forecasting
estimates), Disjunctive (teams must work together to come to one decision
– juries), Conjunctive (work to be done is sequential – assembly line)
o Processes : what goes on in the team (communication, conflict, etc.)
 Cohesion : extent to which people like the team because of group’s positive affect
 Interpersonal : like being on the team because they are friends
 Task : like being on team because same goal (better cohesion/performance)
 Conflict :
 Personal : hurts cohesion; people not liking each other, having stereotypes
 Substantive/Task : can be good for team performance; argue about what
would have happened if x happened (leads to creative solutions)
 Procedural : hurts cohesion; not being able to meet, disagreeing, etc.
 Social Facilitating : argues that the presence of others makes us perform better
(not true in test taking, public speaking)
 Social Loafing : diffusion of responsibility (chores
 Communication :
o Team Development : how the team develops over time
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 Stage Model : explains best teams that work together for a long time
 Forming : getting to know each other
 Storming : disagreement/tension among members
 Norming : cohesiveness and roles develop
 Performance : high task and goal orientation
 Adjourning : task completion, termination of roles
