O challenges less social rapport less direct

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o Challenges Less social rapport Less direct interaction More task oriented Exchange less social-emotional information Members derive less satisfaction Able to build trust? Face to face groups can develop close interaction and trust (developed over time) Virtual groups trust established at beginning or not at all o In order to be effective 1. Trust is established 2. Team progress monitored closely 3. Efforts and products of virtual team are publicized throughout organization Address feelings of isolation Interpersonal and technical skills Evaluate performance, provide recognition and feedback Team Roles Role: set of expected behaviours of a person in a given position in a social unit Role expectations: how others believe a person should act o Role conflict: conflicting role expectations Resolution: formalized bureaucratic response (relying on rules, procedures), withdrawal, stalling, negotiation Role ambiguity: when a person is unclear about his or her role o Lead to confusion, stress, bad feelings Role overload: too much is expected of someone Role underload: too little is expected of someone, that person feels that they are not contributing to the group Norms and Conformity Norms: acceptable standards of behaviour within a group that are shared by group’s members
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o Means of influencing behaviour of group members o Formal (written in organizational manual) or informal o Consider performance, appearance, social arrangement (interaction), allocation of resources (pay, assignments) Ways they develop o Explicit statements made by group member o Critical events in group’s history Ex. Learn from past consequences o Primacy – first behavioural pattern sets expectations o Carry-over behaviours from past situations Add new members who are similar to current ones in background & experience Increases likelihood that expectations are similar What makes them important o Facilitate group’s survival – increase chance for success o Increase predictability of group members’ behaviours Able to anticipate actions and prepare appropriate responses o Reduce embarrassing interpersonal problems o Allow members to express central values of group and clarify group’s distinctive identity Desire to be accepted conform to group’s norms o Conformity: adjusting one’s behaviour to align with norms of the groups The Five-Stage Model Standardized sequence. Considers interpersonal process 1. Forming: characterized by much uncertainty o Form team’s purpose, structure, leadership 2. Storming : characterized by intragroup conflict o Power struggles, resist constraints team imposes on individuality o Hierarchy known when stage complete 3. Norming : characterized by close relationships and cohesiveness o Strong sense of team identity o Common set of expectations 4. Performing: group fully functional o Significant task progress made o Team energy focused on task (stage 1-3 focused on getting to know each other) o Last stage for permanent groups 5. Adjourning: attention directed towards wrapping up activities o For temporary teams o Prepare for disbandment o Mixed emotions – happy for ending or sad for ending o
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  • Spring '08
  • fatin
  • The A-Team

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