o   Automatic cognitive process

o   Based upon group stereotypes

o   Includes a mental prototype of a typical member (try to duplicate in order to gain membership)

o   Adopt characteristics and values (depersonalization)

o   Collective self-esteem

o   Ingroup-outgroup bias-overly positive view of self, negative view of others

1st stage; low commitment; reconnaissance; recruitment

2nd stage; new member, medium commitment, accommodation into the group, assimilation

3rd stage, full member, high commitment, role negotiation

4th stage, marginal member; accommodation and assimilation to leaving the group, decreasing commitment

5th stage, ex-member; tradition; reminiscence, low but still some commitment

·      Beliefs

o   Collective esteem

o   Collective efficacy (believe that you can win)

o   Attributions-how you make sense of successes and failures; how you learn from failures to improve your performance

·      Goals

o   Mission (what you want to accomplish)

o   Commitment

·      Strategies and Norms

o   Emotions (emotional contagen-spreads throughout)

o   Communication (encouragement; things that are communicated during the socialization process)

o   Problem-solving

·      Unity and shared values of a group

·      Feelings (how much) of attraction for specific group members and for the group itself

·      Degree to which group members are committed to collective goals

-Forming

-Storming

-Norming

-Performing

(-Adjourning)

·      Members are concerned about being accepted and being seen as competent

·      Characterized by mild tension (awkwardness) and guarded interchanges

·      Communication is in a tentative, polite manner

·      Members look to the leader for guidance and structure

·      Conformity to formal norms and guidelines

·      Occurs whenever a new member is introduced

·      Dissatisfaction with roles and progress

·      Frustrations build and conflicts surface

·      Members challenge the leader (power struggles)

o   Members vie for status, roles and authority

o   Resentment and hostilities may occur

o   Subgroups/coalitions form to increase powerbase; cliques

·      Decreased conformity

·      May be a required transition for creating group cohesion; strengthen the group’s sense of identity

·      The calm after the storm

·      Greater sensitivity to the concerns of individual members

·      An increase in mutual trust, support, and cooperation

·      Increased goal clarity and shared vision

·      The group works to clarify and create a group structure that will facilitate goal achievement

·      Roles are redefined and reassigned to improve group functioning

·      Trust has been established

·      Members are committed to group goals

·      Members accept roles and assignments

·      Group encourages innovation and values multiple perspectives

·      Group has learned effective ways to manage and engage in productive conflict

·      Teams with high cohesion (in the performing stage) will deflect to the team; I did my part the team played well; take ownership if there’s a problem

·      Either planned or spontaneous

·      Can be stressful for members

·      Can affect group performance

o   Problematic issues avoided

o   Some members become apathetic, disengaged

o   Some members are distracted by the upcoming ending

·      Importance of closure with debriefing sessions!

§  Norms are a set of rules or standards that regulate group members’ behavior

§  Norms provide direction, motivation, and organization 

ú  Grouping and specialization of activities or behaviors

ú  Process can be formal (supervisor, etc.) or informal (may be negotiable)

-Task Roles

-Relationship Roles

-Individual Roles

examples:

ú  Status and Authority

ú  Social Standing

ú  Communication (next lecture)

ú  Status and Authority

ú  Status Differentiation

ú  Expectation-States Theory

ú  Specific-status characteristics

ú  Diffuse-status characteristics

ú  Status relations / authority relations

ú  Hierarchical vs. egalitarian

ú  Chain of command

ú  Levels of dominance, prestige and control

 Groups allocate status based on characteristics that (hopefully) predict performance; aren’t always objective

o   Preparation:

   §  Establish purpose

   §  Prepare and distribute agenda

   §  Setup meeting area

o   Beginning

   §  Start on time

   §  Select timekeeper and recorder

o   Etiquette

   §  Follow team ground rules

o   Ending

   §  Develop action items

   §  End on time

o   Follow up

Figure out exactly what happened to find boundaries, operations, delays, decisions, and movement to find problems or gaps

o   Simple

o   Unexpected

o   Concrete

o   Emotions (appeals to)

o   Stories

o   Posture

o   Presence

o   Probing Questions

o   Paraphrasing 

              Encoding                    Decoding

Sender-------------àMessage-------------àReceiver

                        ßFeedbackà

                     Assertiveness

Submissiveß---------*---------àDomineering

            Sociability

  Aloofß-------*-------à Overly Sociable

              Interpersonal Sensitivity

Insensitiveß----------*---------àOversensitive 

type of team communication problem, no balance in talking

type of communication problem; each person has a different frame of reference as it travels through the group members; like telephone

Communication problem;  talk about things that everyone knows already rather than finding unique, new things to talk about

communication problem; we think everyone understands what’s going on in your head when really they can’t

communication problem; selective listening/attention

the ability to impose one’s will over others. Power can be held by individuals, groups, organizations, or institutions (potential!)

the means by which that power is exerted

o   Reciprocation-give back

o   Consistency-always be there, always on time

o   Social Proof

o   Affinity

o   Authority

o   Scarcity

·      You do someone a favor, she is more likely to say yes to you on something you request

·      An obligation to repay in kind 

·       “Once we make a choice, take a stand, we will encounter personal and interpersonal pressures to behave consistently with that commitment”

·      Foot-in-the-Door Technique (small favor then gradually bigger because there’s an expectation of doing favors)

·      As a rule, we make less errors by acting in accordance with social evidence than by acting contrary to it; we learn through experience and through the group and becoming less risky

·      We most prefer to say yes to people we know and like”

·      Attractive people get more help when they are in need

-give compliments 

·      Opportunities seem more valuable to us when they are less available

·      Competition for scarce resources

Individuals give up certain things (costs) in order to get certain benefits (needs and desires). Example: union membership; fraternity/sorority membership

o   Commitment

o    Compliance

o    Resistance

o    Disengagement

Reward Power

Coercive Power

Legitimate Power

Referent Power

Expert Power

Informational Power

·      Rational persuasion

·      Inspirational appeal

·      Consultation

·      Ingratiation

·      Exchange

·      Personal appeal

·      Coalition

·      Legitimating

·      Pressure

·      Collaboration

·      Apprising

Direct: threats, demands, requests

Indirect: manipulation, flatter, hints

Rational tactics: bargaining, persuasion

Non-rational tactics: criticize, crying

Bilateral: persuasion, negotiation, discussion

Unilateral: demands, fait accomplis, disengagement

o   BE CONFIDENT AND DECISIVE

o   KEEP INFORMED

o   BE WILLING TO SHARE YOUR KNOWLEDGE WITH OTHERS

o   DEFEND SUBORDINATES’ INTERESTS; TREAT THEM FAIRLY

o   BE SENSITIVE TO SUBORDINATES’ NEEDS & FEELINGS

o   MAKE APPROPRIATE REQUESTS

o   FOLLOW PROPER CHANNELS

o   EXERCISE POWER REGULARLY AND ENFORCE COMPLIANCE

o   VERIFY COMPLIANCE AND ACCOMPLISHMENTS

o   OFFER REWARDS FOR DESIRED ACTIONS AND BEHAVIORS

o   OFFER CREDIBLE REWARDS THAT ARE DESIRED BY SUBORDINATES

o   INFORM SUBORDINATES OF RULES AND PENALTIES

o   UNDERSTAND THE SITUATION BEFORE ACTING & WARN BEFORE PUNISHING

o   ADMINISTER PUNISHMENT CONSISTENTLY & PUNISH IN PRIVATE 

·       Initiating structure—guidelines, resources

·       Setting standards and objectives

·       Defining responsibilities and identifying roles

·       Establishing communication networks

·       Coordinating activities

·       Giving evaluative feedback

·       Boosting member morale

·       Providing support and encouragement

·       Building group cohesion

·       Establishing networks of support

·       Reducing and helping to resolve interpersonal conflict

Directive

Coaching

Supportive

Delegating

Forming stage; low competence of members, high commitment; enthusiastic beginner

Model the way

Inspire a Share Vision

Challenge the Process

Enable Others to Act

Encourage the Heart

·       Find your voice

   o   Identify your core values

   o   Be able to articulate your values

·       Set the example

   o   Demonstrate integrity; leaders must be credible!

   o   Model team behaviors

·       Envision the future (visionary)

   o   Imagine possibilities

   o   Big, hairy, audacious goals

·       Enlist others

   o   Getting others excited

   o   Appeal to shared aspirations 

·       Examine existing systems

  o   Challenge the status quo

  o   Continuous improvement

·       Experiment and take risks

  o   Think outside the box

  o   Try new things

  o   Learn from failure

·       Foster collaboration and trust

·       Maintain accountability

·       Strengthen others

  o   Share power

  o   Develop competence

  o   Give feedback 

·       Recognize individual contributions

·       Celebrate team victories