Teamwork: Theories, Design And Dynamics (EBB617B05)
Summary
Summary Teamwork - Theories, Design and Dynamics
26 views 1 purchase
Course
Teamwork: Theories, Design And Dynamics (EBB617B05)
Institution
Rijksuniversiteit Groningen (RuG)
Summary of the four lectures of Teamwork - Theories, Design and Dynamics.
Lecture 1: Team Theories
Lecture 2: Team Membership
Lecture 3: Team Composition
Lecture 4: Team Dynamics
Teamwork: Theories, Design And Dynamics (EBB617B05)
All documents for this subject (3)
Seller
Follow
sarakruiter
Content preview
Lecture 1 Team Theories
Work teams = interdependent collection of individuals who share responsibility for specific outcomes
for their organization
Why are teams popular? (Hackman) Benefits of teams:
“teams offer the potential for synergy, that wonderful state when a group “clicks” and members
achieve something together that no one of them could possibly have accomplished alone”
- Teams bring more resources
- Diversity in background and expertise
- Flexibility, keep the work going
Interdependence = “The dependence of two or more people or things on each other.”
Example: If I grow apples for a living, I am depended on people buying apples.
Interdependence in work teams: Determined by features of the team (i.e., the task and required
output) that define interconnectedness of team members.
Pooled interdependence: The team technically is a team but members don’t really depend on each
other. (Low interdependence)
- Individual tasks are pooled at the end as group output.
- Individual contributions are valued (rewarded) more than collective contributions.
- Redundant individual resources / expertise etc.
Sequential interdependence: First person works on the assignment first, second person improves
the assignment and hands it in.
Reciprocal interdependence: Team works on a complex project/product. Constantly working
together to create output.
- Individuals work simultaneously on all aspects of the task.
- Rewards are based on the collective output/end product.
- Members differ in their type and quantity of resources.
,Task interdependence = The degree to which members (a) depend on another for access to critical
resources and (b) create workflows that require coordinated action.
Example: Medical team:
Corona IC → Low task interdependence
Complex treatment → high task interdependence
Outcome interdependence = The degree to which goals are formulated and outcomes are rewarded
in terms of collective rather than individual contributions.
Example:
Red bull racing team is a team, however both drivers are competing with each other. And when one
of them wins, he gets the trophy as an individual, not as a team.
When a soccer team wins they get one trophy as a team.
What do work teams need to be effective?
➢ Task
- Do not use a team for work that is better done by individuals.
- Some projects turn out better when performed by one talented individual on behalf of a
group than by the group as a whole working in lockstep.
Example: Writing a book (is better done alone). An orchestra requires a lot of coordination and is
very complex, but as a team it can achieve perfect synergy.
➢ Structure
- To reap the benefits of teamwork, one must actually build the team.
- Set boundaries, define relationships, divide tasks, form relationships with stakeholders, etc.
Example: An orchestra is very structured, all the instruments are positioned at a specific place.
➢ Leadership and support
- Leaders need to give direction to avoid ambiguity.
- The organizational context needs to provides support that is specifically tuned to the needs
of work teams.
- It is important to reward collective outcomes.
Example: the conductor in an orchestra is very important, it makes sure the orchestra sounds good.
IMOI model (Ilgen et al., 2005) Allows for feedback loops!
Input:
➢ Team design
- Composition (e.g., KSAs; size, stability; week 3)
- Interdependence (task, outcome; Courtright et al., 2015)
- Leadership and authority (see Hackman, 2002)
➢ Task factors (e.g., complexity; requirements; task type)
➢ Context (e.g., organizational culture, resources; also Hackman, 2002)
, Potential performance (Steiner, 1972): performance that a team could achieve
▪ Is high when teams have the resources (composition, context) that are required by
the task.
Task types and potential performance (Steiner, 1972)
Pooled interdependence
Actual performance (Steiner, 1972)
Actual performance = potential performance – process loss (mediator)
Process loss = Coordination loss & Motivation loss
Mediator: (Marks et al., 2001)
➢ Team processes: “members' interdependent acts that convert inputs to outcomes through
cognitive, verbal, and behavioral activities directed toward organizing taskwork to achieve
collective goals”
- Example: Information sharing and elaboration, conflict management, decision making and
problem solving, physical activities, relational activities, ….
➢ Emergent states: “constructs that characterize properties (not behavior) of the team that
are typically dynamic in nature and vary as a function of team context, inputs, processes, and
outcomes”
- Example: (shared) emotion and cognition, cohesion, climate, transactive memory, shared
mental models, …
Cohesion (emergent state) = The force that binds members to the team and induces them to stay in
with the team.
- Task cohesion: shared commitment to the team task (I find the task important/interesting).
Correlation with performance: .27 (not very strong)
- Interpersonal cohesion: attraction to the team (I like the people in the team).
Correlation with performance: .14 (less strong then task cohesion) → we can hang out and do
something else instead.
Causality between cohesion and performance:
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller sarakruiter. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $5.92. You're not tied to anything after your purchase.
