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Group Dynamics and Conflict (Conflict management approaches (Collaborating…
Group Dynamics and Conflict
Conflict management approaches
Competing
high assertiveness; low cooperativenss
win-lose approach
Comprimising
moderate assertiveness; cooperativeness
fixed set or resources and no creativity
Accomodating
low assertiveness; high cooperativenss
best interests
Avoiding
low assertiveness ; low co-operativeness
withdrawing/physical separation
Collaborating
most effective
high assertiveness; high cooperation
constructively explore differences
Behavioral dimensions
Assertiveness
Cooperation
Team effectiveness
Team outcomes
consequences/results of performance behaviors
role-based
capture the extent to
which members exhibit the requisite competencies necessary to perform their jobs
Team performance
organizational-level performance
top management
collective lower
level team outcomes with higher level of effectiveness
behaviors
actions that are
relevant to achieving goals
Performance composites.
excellent indicators of overall team effectiveness
excellent indicators of overall team effectiveness and multiple
functions performed by teams
Members' Affect and Viability
reactions
outcomes
Mediator-Team Outcomes
Team process
action process
frequently used for team studies
critical role that processes such as communication and coordination
interpersonal process
includes conflict, motivation, confidence building, and affect
positive relationship with performance
transition process
unfolding episodically with transition processes setting the stage for later actions
used less
Emergent states
team confidence
team efficacy and potency
team empowerment
climate
safety climate
service climate
justice climate
cohesion
trust
collective cognition
shared mental models
strategic consensus
Blended mediators
Team learning
ongoing process of reflection and action
Behavioral integration
exists when teams engage
quality/ quantity, collaborative behavior, joint decision making
Transactive memory systems
collection of knowledge possessed by each team member
collective awareness
Team Composition Inputs
Mean values
personality
achievement orientation, dependability
competencies
knowledge, skills, ability
Diversity
demographic
no support of cohesion and performance
functional
management teams
perspectives, skills, expertise
personality
mixed results
attitudes/ values
terminal values, task meaningfulness, and outcome importance
Complex Combinations
faultlines
hypothetical dividing lines that split a group into subgroups based on one or more
attributes
demographic, functional and educational background, geographical location
negative relationship with processes
strength was
associated with less conflict and more group learning, psychological safety, and team satisfaction.
position and status issues
highest or lowest individual composition score
“critical member”
single member or subset can substantively influence processes and performance
network feautures
social connections
critical team
members was especially important for effectiveness
Team-Level Input
Interdependence
“extent to which team members cooperate and
work interactively to complete tasks"
shaped by their individual skill sets
Technology/Virtuality
Technological advancements
reliance, informational values, synchronicity of interactions
Team Training
Individual versus intact-team training
Delivery system
Embedded
Team Leadership
External leadership
Coaching
Shared leadership
Team Structure
Organizational/Contextual Inputs
Organizational Contexts
Openness climate
Multiteam systems coordination
Environmental Context
TMT–environment interface
Cultural influence on teams
Creative Approaches
Consensus building
least structured
guidelines for open discussion
Devil's advocacy
critiques
recommendation followed by possible solution
Dialectical inquiry
groups develop recommendation
no right or wrong side