Term
| Common information effect |
|
Definition
| info held by more members of a team before team discussion has more influence on team judgements than info held by fewer members, not dependent on validity of info |
|
|
Term
|
Definition
| a conclusion that is apparent only after team members have fully shared their information |
|
|
Term
|
Definition
| common understanding that members of a group have about how something works, form expectations of what others will do in a situation, develop through role identification (KSAs) |
|
|
Term
|
Definition
| mental representations of the world which allow people to understand, predict, solve problems in a situation |
|
|
Term
|
Definition
| use of incorrect models can result in negative outcomes |
|
|
Term
| correspondence regarding mental models |
|
Definition
| greater the overlap of commonality between members' mental models, the greater the likelihood that team members will predict the needs of the task and team, adapt to changing demands, and coordinate activity with one another |
|
|
Term
| transactive memory systems (TMS) |
|
Definition
| knowledge of who knows what on teams, members are like an external hard drive of info |
|
|
Term
|
Definition
| high correspondence between workers' experiences during training and on the job |
|
|
Term
|
Definition
| focus on teammate's strengths instead of weaknesses, neglect strengths/weaknesses of members of competitor teams |
|
|
Term
|
Definition
| only look at evidence that supports their position or hypothesis |
|
|
Term
|
Definition
| thinking in groups that leaves members unable to carefully eval important decisions, the desire for harmony/cohesion override realistic alternatives, the Challenger explosion unfortunately happened due to groupthink |
|
|
Term
| conditions leading to groupthink: overestimation of group |
|
Definition
| members of group believe they are invulnerable and morally correct |
|
|
Term
| conditions leading to groupthink: close mindedness |
|
Definition
| groups engage in collective rationalization and stereotype outgroup members |
|
|
Term
| conditions leading to groupthink: pressures toward conformity |
|
Definition
| group members suppress reservations to avoid being singled out |
|
|
Term
|
Definition
| thinking in groups that leaves members unable to carefully eval important decisions, the desire for harmony/cohesion override realistic alternatives, the Challenger explosion unfortunately happened due to groupthink |
|
|
Term
| conditions leading to groupthink: overestimation of group |
|
Definition
| members of group believe they are invulnerable and morally correct |
|
|
Term
| conditions leading to groupthink: close mindedness |
|
Definition
| groups engage in collective rationalization and stereotype outgroup members |
|
|
Term
| conditions leading to groupthink: pressures toward conformity |
|
Definition
| group members suppress reservations to avoid being singled out |
|
|
Term
| approaches for combating groupthink |
|
Definition
| anonymous feedback, have someone play devil's advocate, manage group size, have face-saving plan |
|
|
Term
|
Definition
| idea that once you've already put resources behind something, a lot of times you continue down that path even though it may not be good, escalated the more time/resources we put into it, well this is a lost cause but i'll do it anyway |
|
|
Term
|
Definition
| form of pluralistic ignorance, group members adopt a position because they feel other members desire it, members want to avoid conflict/achieve consensus |
|
|
Term
|
Definition
| confront issue in team setting, conduct private vote, take responsibility, minimize status differences, make forum for controversial views |
|
|
Term
|
Definition
| group members adopt a position because they feel other team members desire it, person limits themselves, could contribute an opinion, but you don't |
|
|
Term
| causes of self-limiting behavior |
|
Definition
| lack of confidence in ability to contribute, person of authority is present, an argument sounds logical so you don't know how to combat it, dysfunctional team climate |
|
|
Term
|
Definition
| the tendency for deliberating groups to move to a more extreme position, with the direction of the shift determined by the majority or avg of the members pre deliberation preferences |
|
|
Term
|
Definition
| aspect of group polarization, initial tendency of war go far war, initial tendency of racism become more racist |
|
|
Term
|
Definition
| aspect of group polarization, if a medication is pulled from the market FDA decreases patents of other meds |
|
|
Term
| Vroom, Yetton, Jago’s normative model |
|
Definition
| this is a decision making model that indicates the style of decision making that is used by the leader should be dependent upon the situation, use a decision tree, one side is democratic where the other is autocratic |
|
|
Term
|
Definition
| disagreements about task (you offer idea, someone else offers opposing idea), this is positive conflict |
|
|
Term
|
Definition
| personality clashes,not getting along on personal level, picking at each other and not on task, negative conflict |
|
|
Term
|
Definition
| how we go about doing task (I wanna do this, no I wanna do this, one person should present, no two people should), this is negative conflict |
|
|
Term
| two threats to team creativity |
|
Definition
social loafing: tendency for people to slack of in a group
conformity: won't speak up, afraid others may not like what you have to say |
|
|
Term
|
Definition
| something is both creative and realistic in Finke's model, upper left quadrant |
|
|
Term
| perceptual conflict composition |
|
Definition
| degree to which people in a group perceive different levels of conflict, two members in a group might perceive conflict while the rest do not |
|
|
Term
| approaches to management conflict: rights based |
|
Definition
| applying standard of fairness, you said you'd do this |
|
|
Term
| approaches to management conflict: power based |
|
Definition
| usage of force or intimidation |
|
|
Term
| approaches to management conflict: interest based |
|
Definition
|
|
Term
|
Definition
| you think you deserve more |
|
|
Term
|
Definition
| describes the relationship among the two types of conflict (relationship and task) as the level of each type of conflict proportional to the other and to the overall level of conflict within the group. |
|
|
Term
| DUTCH scale (5 parts) concern for other vs concern for self on xy graph |
|
Definition
| forcing, yielding, avoiding, problem solving, compromising |
|
|
Term
| Finke's model of creativity (2 dimensions), xyz graph |
|
Definition
creativity: conservative vs creative ideas
structural connectedness: ideas that work with already existing products |
|
|
Term
|
Definition
| group members don't talk and just write down ideas in key points during brainstorm session |
|
|
Term
| nominal group brainstorming technique |
|
Definition
| silently write down ideas then share them in a round robin style, each idea given identification number, then discuss each item for clarification |
|
|
Term
| anonymous nominal group brainstorming technique |
|
Definition
| write ideas on individual notecards, facilitator collects/shuffles notecards, redistributes them randomly to members who then read cards aloud |
|
|
Term
| rotating nominal group brainstorming technique |
|
Definition
|
|
Term
| stepladder brainstorming technique |
|
Definition
| members added one by one to core team, discuss their solutions before hearing already created solutions |
|
|
Term
| 3 indices of measuring group creativity |
|
Definition
fluency: how many ideas a group generates
flexibility: how many types of ideas a team generates
originality: ability to generate unusual solutions/unique answers to solve problems |
|
|
Term
|
Definition
| [t]wo or more teams that interface directly and interdependently in response to environmental contingencies toward the accomplishment of collective goals. MTS boundaries are defined by virtue of the fact that all teams within the system, while pursuing different proximal goals, share at least one common distal goal; and in doing so, exhibit input, process and outcome interdependence with at least one other team in the system |
|
|
Term
|
Definition
| In MTSs, component teams each pursue proximal team goals (not shared with other teams in the system) and at the same time, work toward the larger system level goal. |
|
|
Term
|
Definition
| even though boundary spanning often increases cognitive growth, teams usually exhibit cognitive territoriality in response to presence of others (ie old timers use greater amount of own ideas after newcomers arrive) |
|
|
Term
| boundary spanner external role |
|
Definition
| act as bridge between groups who wouldn't normally interact, exposed to more ideas |
|
|
Term
|
Definition
| controls flow of info to/from a team |
|
|
Term
|
Definition
| protects team from bad/disappointing news that would damage morale |
|
|
Term
| spokesperson external role |
|
Definition
| voice of the team-position determined by team members or outside members who choose who to contact |
|
|
Term
| managers (what do they do?) |
|
Definition
|
|
Term
| leaders (what do they do?) |
|
Definition
| selecting talent, motivating, coaching, building trust, directing a group toward a goal |
|
|
Term
|
Definition
| teams need leaders, but the presence of a leader doesn't always ensure teams will be effective, may even hinder a group's autonomy |
|
|
Term
| implicit leadership theory |
|
Definition
| preconceived ideas that specify what teams expect of their leaders, leaders must manage those perceptions |
|
|
Term
| great man leadership theory |
|
Definition
| great leaders are born, not made |
|
|
Term
| House's path goal leadership theory |
|
Definition
| leader is considered the facilitator or guide to help the group overcome obstacles to achieving goals, produce the necessary conditions to insure the goals are compatible with the group's mission |
|
|
Term
| leadership member exchange model (LMX) |
|
Definition
| focus is on relationships that emerge between leader/members, in group and out group, quality of l/m relationship is higher for this in in group |
|
|
Term
|
Definition
| leader elicits trust with people and increase people's self esteem, goals are unclear in the environment, use transformational styles of leadership (we can do it!) |
|
|
Term
|
Definition
| you guys should find your own goals, facilitate people, you can do it! , direct interaction w/ a team intended to help members make coordinated and task appropriate use of their collective resources, better in earlier stages |
|
|
Term
|
Definition
| leadership pushed down to level of team and lets leader emerge |
|
|
Term
|
Definition
| leader is specifically assigned and then rotate through several different leaders and share leadership |
|
|
Term
|
Definition
| external, public such as status, belonging, indirect in communication |
|
|
Term
|
Definition
| internal feelings/abilities, promoting own goals, expressing self, more western world, direct in communication |
|
|
Term
| psychological collectivism |
|
Definition
| looking at individual difference variables (ie preference for teamwork, reliance,concern for others), willingness to rely on people got people off on a bad start (ie social loafing), goal priority was a strong predictor of an end state performance |
|
|
Term
|
Definition
| group vs group (intergroup) conflict tends to be more competitive than individual vs individual (intragroup) conflict, groups are greedier/more feared/need to maximize outcomes/diffusion of responsibility |
|
|
Term
|
Definition
| a natural tendency for people to form subgroups that compete for power and resources, subordinate groups have negative outcomes, dominant groups attempt to justify (ie male discrimination against females) |
|
|
Term
| reciprocity intergroup conflict |
|
Definition
| respond w/ threats to threats, respond w/ cooperation to cooperation |
|
|
Term
|
Definition
| someone you blame even when things are going well |
|
|
Term
|
Definition
| by defining self with one community create ingroup outgroup distinction |
|
|
Term
| outgroup homogeneity bias |
|
Definition
| everyone in your group is similar, people assume much greater similarity of opinions/beliefs/interests in outgroups, see their own group as more diverse in thoughts |
|
|
Term
|
Definition
| inferences regarding a large group is based upon knowledge of only a small sample size of that group (all christians are crazy) |
|
|
Term
|
Definition
| prejudice will decrease as contact w/ group increases |
|
|
Term
| conditions needed for contact to reduce conflict (SPEC) |
|
Definition
| supportive authorities, personal interaction, equal treatment, common goals |
|
|
Term
|
Definition
| face to face is very rich while memos are lean, complex issues require rich media (face to face) |
|
|
Term
| how physical distance may influence teams |
|
Definition
| members feel cut off, no informal chatting, no observational learning, disconnected feedback, out of the loop |
|
|
Term
|
Definition
| task-focused group that meets without all members necessarily being present or working at the same time |
|
|
Term
| threats unique to virtual teams |
|
Definition
| distance may dampen motivation/effort, asynchronic method of communication may make people fall out of touch |
|
|
Term
| interpersonal solutions to improve virtual work |
|
Definition
| one day video conference, initial face-to-face meeting, group support system |
|
|
Term
|
Definition
| person's capability to adapt effectively to new cultural contexts, believed to enhance likelihood that teams on global assignments will engage in learning |
|
|
Term
|
Definition
individualism vs collectivism
egaltarianism vs hierarchy
direct communicators vs indirect communicators |
|
|
Term
|
Definition
| high power distance collectivist society: supposed to be a superior so self managing won't work, don't challenge them! |
|
|
Term
|
Definition
| when we meet people in team we categorize them into subgroups, people prefer themselves over someone who speaks predominantly a different language |
|
|
Term
|
Definition
| foundation isn't trust but how durable is relationship |
|
|
