Working in Teams

Interdependence
- How the group members depend on one another to achieve their collective and individua goals.
- Level of Independence – The extent of the members’ ability to determine their own outcome.
- Three types of Interdepende:
o Reciprocal – Set of tasks takes the output of other tasks as an input; creating a looping process of
dependency between the tasks.
o Sequential – Fixed order of work; the task is then passed from one person to another.
o Pooled – Performs in separate functions; members may not directly interact, yet contribute individual
efforts to the same overall purpose or task.
Transactive Memory
- Information to be remembered is distributed the member of the group who can then be relied upon to provide that
information when it is needed.
Transactive Memory
- Moreland and his colleagues discovered that teams that performed the best showed signs of:
o memory differentiation – some of the team members were better at remembering certain parts of the
assembly procedures than others;
o task coordination – the team-trained teams worked whether that's confusion;
o task credibility – the teams with stronger than something memories trusted one another's claim about the
assembly process.
Interaction Process Analysis (IPA)
- Categorizes group interactions into task oriented actions and socio-emotional behaviors.
Action Process
o Monitoring progress – checking individual and team actions.
o Systems monitoring – tracking resources like time and energy.
o Team Monitoring & backup – assisting team members as needed.
o coordination of action – synchronizing actions for seamless operation.
Transition process
o mission analysis – assessing task on my resources, and conditions.
o Gold specification – setting clear, achievable goals.
o Strategy formulation – Planning and adjusting strategies based on experience.
Interpersonal process
o conflict management – reducing tension to maintain unity.
o Motivation & confidence building – enhancing team spirit and morale.
o Affect management – handling emotional dynamics for smooth collaboration.
Hackman’s Five Factor Model
o Real team – members have shared task, boundaries state who is inside or outside of the group through
staple membership.
o Compelling direction – the team has a meaningful and clear purpose to motivate members.
o Strong structure – right size, composition, skills, norms, and tasks that enable the teams to work effectively.
o Supportive context – resources, rewards, recognition, feedback, and learning opportunities upon the team
to work effectively.
o Expert coaching – management of the team by identifying which member requires help or development for
a skill toward a task through coaching.
Adaptive structure
 - things are often organized for the roles and norms, including the interim member relations in order to maximize the
effectiveness of the team.
- Are there structural element:
o performance norms – centered on how hard the person should work within the group.
o Social norms – Standards of acceptable behavior shared within the group.
▪ Explicit norms
▪ implicit norms
▪ status
▪ communication networks
cohesive alliance
- themes can display one or more of the other types of cohesion, but their unity usually arises from their task cohesion
the pursuit of common goal.
- Types of cohesive alliance:
o social cohesion – interpersonal connection and bonding between group members.
o Shared identity – share the identity within the group, including the use of plural pronouns.
o Emotional cohesion – feelings attributed within the group, including the communication of groups morale
and vitality.
Integrated model of organizational trust
- the model represents the theory of trust in groups and organizational settings that highlights the individuals trust is
based on perception of three factors:
o ability
o benevolence
o integrity

Conflict
- Disagreement, discord, and friction that occur within the group caused by differences.
- Process include:
o Conflict escalation
o Conflict de-escalation
o Conflict resolution
o Routine interaction
o Disagreement
o Conflict
- Thee are two types of conflict
o Intragroup Conflict – Conflict between two or more members.
o Intergroup Conflict – Conflict between two or more groups.
Mixed- Motive Situation
- Interdependence among interactants involves both competitive and cooperative goal structures.
Prisoner’s Dilemma Game (PDG)
- One must make either cooperative or competitive choices in order to win.
- Behavior Assimilation The eventual matching of the behaviors displayed by cooperating or competing group members.
Social Value Orientation
- The dispositional tendency to respond to conflict settings in a proself or prosocial way.
o Individualist – proself and concerned only with their own outcomes.
o Competitors – proself and strive to maximize their own outcomes, they also seek to minimize others
outcomes.
o Cooperators – both pro social and pro self, so they strive to maximize their own outcomes and others’
outcomes as well.
o Altruists – prosocial but not proself
Reactance
- A complex emotional and cognitive reaction that occurs when individuals feel that their freedom to make choices has
been threatened or eliminated.
Two types of Negotiation
o Distributive negotiation – involves trying to get as much of the pre-existing value on the negotiating table for yourself
and away from other party.
o Integratove negotiation – parties work together to find mutually beneficial solution.