Ice-breaking stage.

Mutual trust is low.

Find leader

"How do I fit in?"

Time of testing

Subgroups form

Many groups stall b/c power politics

"What's my role here?"

Questions about authorit resolve

Feel team spirit b/c finally have roles

Group Cohesiveness is formed

"we feeling"

Solving task problems

Strong cooperation

Disputes handled constructively

"How can I best perform?"

Return to independence

"What's next"

Group defines and pursues a common purpose.

Keeps group on track.

Ex: Initiator, Coordinator.

"What we do."

Supportive interpersonal relationships.

Keeps the group together.

Ex: Encourager, Harmonizer.

"How we do it."

Shared attitudes, opinions, feelings.

Ex: Showing up on time,

Speaking in turn.

~Not following leads to Ostracism - rejection by group members.

~Develop them purposefully, don't let them develop accidentally

Beginning:

Difficult to tend to Process, focusing on how to go about doing task can be helpful.

The clearer the task, the more value to tending to process early on.

Middle:

Chance to (re)evaluate how your doing things.

Stay flexible

End:

Often neglected, time to evaluate what worked and didn't work.

2+ freely interacting people with shared norms and goals and common identity.

Productivity of ideas does not increase as the size of the group increases.

~Individ goals add to group purpose

~Members work on tasks that match their skills

~Driven by leader

~Individ accountability

No teams -> Teams will solve all problems -> teams need to be used strategically.

1950 = hierarchy

1980's = teams do it all better.  Japan and TQM were influences.

~Performance purpose exceeds individ efforts

~Members work jointly

~Shaped by members, adaptable

~Mutual/individ accountability.

"Everyone is invested in the team and working together."

Give in to unanimous but wrong decision.

Being easily swayed by the views of others.

Sum of members/individual products

~Usually work together on same tasks

~Not necessary for group to work together directly

E.G. call centers

**Social Facilitation- Individ's perform better when working in a group.

Text Twist!

Worst member/worst performance

~Usually work on different tasks

~Weakest link will slow down entire group

~best design = "single-leader group"

Fish Oragami

Best Member

~there is a right answer

~hard to tell is 1 person knows answer -> need group

~Best design = "single-leader discipline"

Translation

Combination of members

~may or may not be a right answer.

~take individ ideas into a group product

~Can become disjunctive is 1 person is an expert.

~Cross-functional teams, decision-making groups

C.S.I.

Task groups that have matured to the performing stage but haven't decayed.

~typically have <10 people

~must have team viability(willingness to contribute)

and must have Team Performance

~Effective TW through Cooperation, Trust, Cohesiveness.

**Cooperation is superior to competition!!

Groups of workers who are given administrative oversight for their task domains

Whole Foods

Process of leading others to lead themselves

~Empowerment, not domination, is the overriding goal

Mngr's are objective and know complete info.

1) ID Problem 2) Generate Solutions 3) Selecting a solution 4) Implementing -> Eval the Solution.

Explain how decisions are actually made.

~Made on assumption and info isn't complete

Bounded Rationality- constraints that restrict Mngr's rational DM

Satisficing- "good enough" meets a minimum standard of acceptance

Holds that decision making is sloppy and haphazard.

~Mngr's can't explain why/how decision was made.

~Doesn't follow an orderly series of steps.

~Decisions are made by salient opportunities.

Rules of thumb/shortcuts that people use to reduce information-processing demands.

~Use w/out conscious awareness.

Availability, representativeness(estimate probability), confirmation bias(subconsciously decide), anchoring bias(1st info received), Overconfidence bias, hindsight, framing bias(risks/gains), Escalation of commitment(stick with innefective course)

Inc. the sharing of knowledge/info throughout an org.

~Tacit/Explicit knowledge.

Info gained through experience but difficult to express.

~Represents private infomation that is difficult to share

E.G.  Swinging a golf club.

~shared by observing, participating, working with experts.

Easily put into words and shared with others.

~External/public info that is easily communicated

A combo of how individs perveive and respond to info.

X-axis = value orientation.

Y-axis = tolerance for ambiguity

Directive, Analytical, Behavioral, Conceptual

See pg. 345

Making a choice w/out the use of conscious thought.

~holistic hunches - "feels right"

~automated experiences - "driving a car"

~Together, feelings and expertise -> Intuition -> Holistic hunch or Automated Experience

Sticking to an ineffective course of action

Dollar Auction

Cohesive groups that are unlikely to develop alternatives to the popular decision of the group.

Giving in to a wrong but popular opinion.

Video on guy being tested

Social Loafing

Slacking, don't see a fit w/in the group.

Increases with group size.

Escalation of commitment - NASA is already behind, and even with the new info they feel they have to deliver a launch.

Groupthink- not hearing any dissenting voices.

How to get others in an org to do what you want them to do.

Sparse network

~High reach

~Facilitates access

~Broker

**Social network that is linked only through Revere himself.

Dense Network

~High trust

~Facilitates cooperation

~Insider

**One big cluster, most already knew about it.

+  useful source of info/help

- take time to build/maintain

~Lots of close ties = "Deep" network

+ close ties offer strong social support

- less likely to be source of new info/opinions

0.0 ---> 1.0

Sparse----->Dense

~Low network density means you connect to lots of people who don't have connections to e/o

Broker

~High network density means your relationships are with people who themselves are closely knit already.

Insider

4) Diversity

~More diversity in networks = wider range of info.

- more effort to maintain

~ONE STRONG TIE

Can lend you their social capital and help you to "Break in" with other ties.

The potential ability to influence behavior.

Used When.....

~scarce resources

~actors have conflicting goals

~issue is of symbolic importance

~moderate levels of interdependence exists

Reward, Coercive, Legitimate, Expert, Referent

~Exp & Referent generally + impact

~Reward & Legit slightly + impact

~C Slightly - impact

Enthusiastically agrees to help

Created by: Expert, Referent, Positive Legitimate

~Want Commitment

Grudgingly complies

~Created by: Reward, Coercive, (-) Legitimate

~Hard to get satisfactory work out of.

1) Socialized Power (s PWR) - Helping others

2) Personalized Power (p PWR) - Helping oneself

Empowerment

Sharing degrees of power w/LL EE's to tap full potential.

EE's are playing a direct role

(+) EE participation Inc EE satisfaction/commitment

(-) Lack of trust for mngmt, lack of knowledge.

Granting decision-making authority to people at LL's

~One factor to succeed is trust

Consultation -> Participation -> Delegation

**Show Initiative

People with any or all of the 5 types of power.

 Power lies solely on the powerholding person

Ex: Police officer control

**Out of our hands.

Intentional enhancement of self-interest

~OP triggered by uncertainty

3Levels:

1) Individ

2) Coalition - group of people who pursue single issue (Wall-street clip)

3) Network

The Higher the amt of politics, the lower Job Satisfaction/performance/team effectiveness.

Process by which people attempt to manipulate actions of others to model themselves

Either a good(promotion), or bad(demotion) impression.

**High Self-monitoring(chameleons) are more likely to engage in impression mngmt.

Low ambiguity, Oriented toward tasks

~Efficient, logical, practical

~Action oriented and decisive

~Focus on facts

Ex: Air-traffic Controller

High tolerance for ambiguity, Careful decision makers

~take longer to make decisions

High ambiguity, Focuses on People

~consider many options/possibilities b4 acting

~L.T. perspectives

~Rely on intuition

~Sometimes indecisive

Most people oriented

~work best with others, supportive

~avoids conflict, too concerned about others