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TEAMWORK - Coggle Diagram
TEAMWORK
Groups
Contexts, Structures, Outcomes
Diversity may reduce smooth working relations; communication structure can largely determine outcomes
Managers & groups face tradeoffs between human-oriented and centralized structures, depending on the outcomes
Variations in settings, characteristics, and tasks; need for more complex and variable tasks to improve flexibility
Advantages & Disadvantages
Groups bolster majority opinions regardless of their quality; groups conform and move toward solutions too quickly by stifling dissent; members may simply focus on winning
Other factors can be good or bad, depending on the skill of the leader
Groups bring in more knowledge, information, approaches; groups improve members' understanding and consensus
Formation, Norms, Roles
Norms and values develop as groups form; groups display patterns of conformity to certain behaviors and beliefs
Multiple roles can emerge with leaders in social/emotional (harmony) vs. effectiveness/task accomplishment manners
Formation through official appointments or volunteer; members may decide how much to contribute
Groupthink
Steps leaders may take to help groups and avoid groupthink
Accept criticism of your own actions
Encourage members to think critically as impartial decisionmakers
Invite outside experts to join the discussion
Require members to discuss with others outside the group
Assign two or more groups to work on problems separately
Assign a member to play devil's advocate
Review threats to group decisions and possible weaknesses
"Last chance" sessions at major decision points
Conflict
Bases
Organizational culture, values, goals, structures, functions, authority, environment, demographics, and individual personalities
Work specialization and responsibility in bureaucracy; rules and goals of specialized units virtually ensures conflicts
Differences in power, status, rewards... may lead to feelings of inequity and thus need to compete with others
Stages and Modes
Pondy (1967)'s 5 stages
Felt conflict: people begin to feel its effects (tension, anxiety, anger, or practical problems)
Manifest conflict: open warfare - people try to frustrate, harm, or defeat one another
Perceived conflict: people begin to sense conflict but may attempt to downplay or deny it
Conflict aftermath: after the outbreak - alternative and results become evident
Latent conflict: conditions have set the stage for conflict but not yet simmered to the surface
Types of Conflict
Horizontal conflict: across levels of an organization
Vertical conflict: between higher and lower levels
Within and between people, groups, organizational departments, and divisions
Outcomes, Suppression, Escalation
Stress, frustration, dissatisfaction, high turnover, absenteeism, and poor performance
Can damage organizations if poorly managed
Conflict can feed on itself and aggravate barriers to communication as described above
Communication
Barriers to Effective Communication Between Groups
Groups seek to exploit or isolate the other group
Groups emphasize only differences and the superiority of their own position
Groups use threats
Groups seek to maximize own powers while emphasizing on their own goals and needs
Groups see a conflict as win-or-lose
Groups disguise their positions and actively distort information
Communication Distortions in Public Bureaus
Distorted perceptions
Erroneous translation
Lack of congruence
Errors of abstraction and differentiation
Distrusted source
Jargon
Manipulating and withholding information
Barriers to Effective Communication
Misuse of language
Listening deficiencies
Noise in communication
Lack of feedback
Negative Relationships & Asymmetry
Labianca et al. (1998)
Interpersonal Relationships and Perceptions of Intergroup Conflict
Third Parties - Indirect Relationships
Hypothesis 3a: friendships with people involved in negative relationships with out-group are positively related to perceptions of intergroup conflict
Hypothesis 3b: friendships with people involved in friendships with out-group members are negatively related to perceptions of intergroup conflict
Intragroup Relations
Hypothesis 4: In-group cohesiveness are negatively related to perceptions of intergroup conflict
Direct Relationships
Hypothesis 1: friendships with out-group's members are more strongly related to perceptions of low intergroup conflict
Hypothesis 2: negative interpersonal relationships are more strongly related to perceptions of intergroup conflict
Results
Direct Relationships
Hypothesis 1
Neither friendships nor communication is significantly related to perceptions of intergroup conflict
Hypothesis 2
People involved in negative interactions with out-group members perceive higher conflict levels
Only number of acquaintances (not friends) in the out-group is significantly related to higher perceptions of intergroup conflict
Third Parties
Both hypotheses 3a & 3b are significant
Intergroup Relations
Assign a cohesiveness score to each individual in the in-group and then correlate it with overall perception of conflict
Results indicate support for hypothesis 4 - the spillover hypothesis
Perceptions of Intergroup Conflict
Biases are perpetuated by perceptual and memory distortions alongside other confirmatory biases
Two biases: tendency to favor the in-group and tendency to look unfavorably on the out-group's members, culture, products...
Biases: perceptual, complexity, extremity, out-group/homogeneity; the law of small numbers
Perceptual biases and negative images increase as intergroup conflict increases
Members emphasize differences rather than similarities between groups as conflict increases
Labianca & Brass (2006)
Negative Asymmetry
Theoretical explanations
Negative behaviors are attributed to judgment of the person
Discrepancy between expected behavioral norms and actual behaviors
In social relationships
Negative event
Consequences of Negative Relationships
Task-related outcomes
Promotion
Job performance
Income
Socioemotional outcomes
Organizational attachment
Turnover and absenteeism
Characterizing Negative Relationships
Strength: intensity of dislike
Reciprocity: whether the dislike is reciprocated
Cognition: whether the person knows the other person dislikes them
Social distance: whether the dislike is direct or indirect
Factors Affecting Negative Relationships
Likelihood of NR
Network density
Task interdependence
Personality
Conscientiousness
Negative effectivity
Impact of NR
Characteristics as shown above
Network density
Status dissimilarity
Task interdependence
Negative Relationships
"Enduring, recurring set of negative judgments, feelings, and intentions toward one another"