Lecture 6 Flashcards Preview

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Flashcards in Lecture 6 Deck (25):
1

phases that teams work through

1. idea generation (generating as many high-quality alternatives as possible)
2. sharing knowledge and recombining ideas
3. decision making (deciding best alternatives/solutions)

2

what do you need to do to realize the potential of teams?

guard against biases inherent in each phase of team work

3

diversity & idea generation

POTENTIALLY useful...
-divergence in knowledge, skill, and ability = greater blending potential

-different interpretations of the same input = greater blending potential (think Fed match)

4

team brainstorming

produces lower quantity and quality of ideas (Mullen)

bc of production blocking and evaluation apprehension

5

brainwriting

Briggs

individuals generate ideas independently (prevents production blocking)

submit ideas anonymously (prevents evaluation apprehension)

6

subgroups

useful middle ground between isolated individuals and teams for recombining ideas

knowledge-based or identity-based

7

knowledge-based subgroups

people who overlap on traits that relate to knowledge sharing (ex. reporting channel)

8

identity-based subgroups

people who overlap on traits that relate to social categories (ex. gender)

9

configuration conundrum

optimal configurations to recombine ideas = more knowledge-based subgroups is better (B=.166) & equal sized knowledge-based subgroups are better (B =.570)

Carton

10

equal sized subgroups (+ & -)

knowledge = optimal for recombining ideas

identity = bad esp when there are 2 subgroups (B= -.305); people more likely to exhibit territorialism

11

common knowledge effect

groups favor knowledge shared by majority of members

Stasser and Titus; University students and candidates for student gov

12

why do people dissent only occasionally?

hypotheses
1. conformity = extreme anxiety and fear of becoming ostracized by majority if one dissents
Asch

2. balancing competing values = when values are in conflict, people can balance them across time...when people balance truth vs solidarity, solidarity often wins
Hodges

13

timing of the move to group interaction

if you move to group interaction earlier than needed, there's a tradeoff b/w efficiency and effectiveness

homogeneity and solidarity = efficient, but hurts effectiveness

Damanpour: hierarchy can exacerbate tradeoff b/w efficiency and effectiveness (breeds more conformity; stifles creativity)

14

how do you eliminate the tradeoff b/w efficiency and effectiveness?

-possible by averaging peoples' independent judgements for certain decisions
- if deliberation is necessary, use devil's advocacy and dialectic inquiry

15

why use devil's advocacy and dialectic inquiry?

to force ppl to make their assumptions explicit and pre-empt conformity

Schwenk:
devil's advocacy > experts deliberating w/o structure (cohen's d = .28)

dialectic inquiry > experts deliberating w/o structure (cohen's d = .16)

16

groysberg's chasing stars

one of the best uses of teams is not for team work, but for individual thriving

the info, knowledge, and capabilities that allow a star to thrive are embedded in his/her team

liftouts = plucking teams from other firms, rather than just individuals

17

pitfalls during each phase in team decision making

brainstorming: do not favor teams over individuals

watch out for harmful patterns of subgrouping

beware of obstacles that undermine decision effectiveness

18

team vs group

team is a type of group (cluster of actors that have some things in common); also has a common purpose/goal with a greater amount of interdependence

19

relationship b/w quantity and quality of ideas

quantity predicts quality (r = .82, Diehl and Strobe)

as you come up with more ideas, you become more creative and have better ones

20

production blocking

you're thinking about other people's ideas, and not your own

21

dialectic inquiry

encouraging people to accumulate info that competes with their specific stance

22

teams are being used in ___ of ____ companies

80% of fortune 1000 companies

23

people believe teams outperform individuals

Paulus, 1993

24

romance of teams

Allen & Hecht, 2004

25

assessment of senior leadership team effectiveness on performance and learning (team and individual)

not very satisfactory....
Wagemen, Nunes