Term
Five Stage Model of Team Development
(Another Model of Team Development) |
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Definition
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Term
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| two or more people with common interests, objectives, and continuing interaction |
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| groups of two or more people, they have complementary skills, committed to a common mission, mutually accountable for achieving common goals, and perceive themselves as a social entity |
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| factors that contribute to team effectiveness |
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| factors that detract from team effectiveness |
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Punctuated Equilibrium Model
(1 Model of Team Development) |
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Definition
| initial team meeting members establish pattern of behavior that lasts first half of team life. Pattern of behavior continues and team settles into inertia. At midway point members realize they have to change their task paradigm to complete it on time |
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| acceptable standards of behavior within a group that are shared by the group’s members and help to regulate behavior. They may be formal or informal and include what members of a group should do (e.g., act collaboratively) or not do (e.g., backstab colleagues) |
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-Increases predictability of group
-reduces interpersonal problems
-establishes group identity |
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| How are Team Norms established |
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Definition
-During team formation
-Through discussion
-Experience and values members bring
-Critical events |
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| degree of attraction people feel toward the team and their motivation to remain members |
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tendency for individuals to expend less effort when working collectively than alone
-a. Prevent Social Loafing: keep team size small, set group goals, increase intergroup competition, utilize peer evaluations, select members who are motivated to work together |
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process through which group members lose self-awareness and accountability for individual behavior
-a. Simply belonging to a group increases the likelihood of deviant behavior |
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| situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views |
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| the tendency for groups to make decisions that are more extreme than the initial inclination of its members. Group decisions don’t simply reflect the average of individual decisions. Conservative groups get more conservative. Risk-taking groups get more risk taking |
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| Advantage of Group Decision Making |
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Definition
-more complete info & knowledge
-increased diversity of views
-increased acceptance of & commitment to the decision
-greater understanding of the decision |
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| Disadvantage of Group Decision Making |
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Definition
-pressure within group to conform & fit in
-domination in the group by one forceful member or dominant clique
-time consuming
-ambiguous responsibility |
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Term
| Effective Group Decision Making |
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Definition
problems and goals are discussed before solutions
• What is the overall goal?
• What are the gaps that need closing?
• Criteria for effective solution? |
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| Rational Model of Decision-Making |
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Definition
1.) Define the Problem
2.) Identify and weigh decision criteria
3.) Generate alternatives
4.) Rate alternatives
5.) Choose, implement, and evaluate the decision |
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Term
| Problems with the rational model |
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Definition
• Define the problem poorly
• Articulate criteria poorly
• Fail to have all alternatives available
• Consider only a small set of alternatives
• Evaluate alternatives sequentially
• Satisfy rather than maximize
• Favor one alternative |
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Term
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Definition
Limited time, information, resources to deal with complex, multidimensional issues. Instead we…
1.) Select the first alternative that is satisfactory
2.) Recognize that they are simplifying the problem
3.) Are comfortable making decisions without determining all alternatives
4.) Make decisions by rules of thumb, called heuristics |
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A tendency to base judgments on how readily information comes to mind
(think of car theft example) |
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| Anchoring and adjustment heuristics |
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Definition
a process whereby people base their decisions on the first piece of information they are given without taking other probabilities into account
(Turkey population example) |
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Term
| Representativeness Heuristic |
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Definition
estimate the likelihood of an event by comparing it to an existing prototype that already exists in our minds. Our prototype is what we think is the most relevant or typical example of a particular event or object.
(school teacher or spiritual healer example) |
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Definition
we see (or hear) what we expect to see. Tendency to seek only evidence that confirms our preexisting views and to discount information that conflicts with them. Also affects how we interpret information
a. Too much weight given to supportive evidence
b. Too little weight given to unsupportive evidence. |
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| tendency to continue to support a failing course of action |
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| the increased commitment to a decision despite negative information a. Nonperforming employees b. R&D projects c. Bad relationships |
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Tendency to evaluate risk or to highlight different aspects of a situation differently depending on how decision is framed (positively or negatively)
a. Is the glass half full or half empty?
b. When framed as a gain, we are risk averse. We like the sure thing, Plan A.
c. When framed as a loss, we are risk-seeking. We take the gamble, Plan D |
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| development of original ideas that make a socially recognized contribution |
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| 3 Components of Creativity |
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Definition
• Expertise: technical, procedural, and intellectual knowledge
• Creative-thinking skills: how flexibly and imaginatively people approach problems
• Motivation: intrinsic is more effective than extrinsic |
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• Idea generation
o Recognition of a need or problem
o Synthesis of information to create ideas for development and testing
• Problem solving
o Setting goals and priorities
o Sharing and evaluating ideas using goals and priorities
o Determining the feasibility and practicality of ideas
• Implementation and diffusion
o Bringing the prototype solution or invention to its first use (process) or market introductions (product/service) |
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Definition
| being in a group is rewarding a fun but it does not necessarily mean that productivity has increased |
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| Conformity (Cohesion & Group-think): |
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Definition
| caring about acceptance inhibits divergent thinking |
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| Functional Conflict: (Task or Process based) |
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Definition
• Healthy, constructive disagreement
• Results in new ideas, learning, and growth among individuals
• Improves working relationship
• Individuals experience improved morale
• Leads to innovation and positive change for the organization |
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| Dysfunctional Conflict (personal or relationship based |
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Definition
• Unhealthy, destructive disagreement
• Focuses on the conflict and the parties
• Drains energy
• Individuals act before thinking
• Leads to aggressive acts or retaliation
• Losses may exceed any potential gain from the conflict |
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| Task & Process Conflict (functional conflict) |
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Definition
clashes about the direction, content, or goals of a work assignment
o High Task or process conflict can lead to relationship conflict as disagreements raised negative emotions, resentment, anger, aggression
o Low Task or process conflict can have a positive effect by stimulating creativity, healthy competition, and critical thinking about how to best approach the task |
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| Relationship Conflict (dysfunctional conflict) |
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Definition
personality conflicts between two or more
o Can be useful in resolving disputes if parties communicate in constructive way
o Generally considered the most destructive and harmful to organizations because often gives rise to hostility, mistrust, fear and negativity |
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| Conflict Management Styles- Avoiding |
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Definition
attempt to suppress a conflict and pretend it doesn’t exist. Use when…
a. The issue is trivial
b. You have no chance of winning
c. Potential disruption outweighs the benefits of resolution
i. DRAWBACKS:
1. Comes across as wishy-washy
2. Conflicts can escalate if not dealt with
3. Conflicts can fester if not addressed |
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| Conflict Management- Competetion |
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Definition
attempt to gain victory through force, skill or domination. Use when…
a. Under emergencies
b. Unpopular action needs implementing (policy compliance, ethical issues)
c. Disciplining
d. You know you are right and issue is vital to company welfare
i. DRAWBACKS:
1. Builds resentment, hostility
2. Employees may revolt
3. Gets compliance, not commitment; problems will recur |
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| Conflict Management- Accommodation |
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Definition
attempt to adjust one’s views to play down difference between parties. Use when…
a. The issue is more important to the other party
b. You need to build social credits for later issues
c. To allow subordinates to develop by learning from mistakes
d. When you are wrong and to show reasonableness
i. DRAWBACKS:
1. People may take advantage of you
2. Perceived as someone who will do anything to keep peace |
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| Conflict Management- Compromise |
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Definition
a situation in which each party concedes something of value. Use when…
a. The goals are important but not worth the disruption of more assertive styles
b. Opponents with equal power have mutually exclusive goals
c. Temporary settlement of complex issue (gather more info, let time pass)
d. You need to expedient solution
e. As a backup with collaboration is not successful
i. DRAWBAKCS:
1. Dilutes solution; may solve dispute but not problem
2. Everybody is a partial loser
3. Gamesmanship |
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| Conflict Management- Collaboration |
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Definition
joint effort by all parties to find a solution beneficial to everyone. Use when…
a. Concerns of both parties are too important to compromise
b. When you need to understand others’ perspectives
c. To get commitment from other people
d. Need to work through hard feelings to boost relationships
i. Hard to use this when:
1. The issues is distribute (both want the inside of the orange)
2. Competitive procedures (like budgeting people or money)
3. Time is too short
4. Parties have insufficient personal skills and/or do not trust each other
5. One party would rather fight than work things out |
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Definition
fixed sum (usually price)
a. One person’s gain is another person’s loss
b. Each party attempts to maximize his or her share (gets the biggest slice of pie)
i. Haggling over the price of a new car
c. Short-term strategies and one-off negotiations |
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Definition
situation where it is possible to “create” value
a. Build solutions that are win-win by trading issue that are differentially valued
i. Negotiating with a vendor over order size, delivery date, and financing
b. Long-term strategies and relationship building |
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Definition
what can I live with?
• Point at which one is indifferent between an impasse and an agreement
• The worst deal you’ll take in the present negotiation before you walk away. |
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what do I want?
• The best outcome you realistically hope to achieve.
• Your goal outcome
o The higher your aspiration point, the more value you will calm in a negotiation |
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| Zone of Potential Agreement (ZOPA) |
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Definition
• The area of overlap between Buyer and Seller, reservation points
• Zone where both parties should say yes because the deal is acceptable to both
• The wider the ZOPA, the easier it is to find a deal that will work for both parties
o Positive if there is overlap
o Negative if no overlap |
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| Best Alternative to a Negotiated Agreement (BATNA) |
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Definition
• You always shave one, even if it’s unattractive
• The better your BATNA, the better your outcome. A good BATNA = leverage!
• Don’t reveal your BATNA, unless you want a deal that’s trivially better
• Don’t lie about your BATNA
• Better strategy is to signal you BATNA
o For example, “I’ve been really please with the amount of interest I’ve been receiving when I talk to companies about my job search”
• Research your counterpart’s BATNA
o Estimate what their alternatives might be. This helps you understand the relative balance of power and use it to your advantage. |
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