ENT4050 Dynamic Organizing - Universitetet i Oslo · ENT4050 Dynamic Organizing ... Adapted from...

Senter for entreprenørskap – Silvia Tofte

ENT4050 Dynamic Organizing

Centre for Entrepreneurship


Lectures

• 18.08.09• 15.09.09• 29.09.09 Cancelled• 06.10.09 • 13.10.09 Multiple Choise test (ch. 4-9)• 10.11.09• 24.11.09 Multiple Choise test (ch. 10-13)• 01.12.09 Hand in Reflection Rapport


Agenda

• Team assignment• Debrief

– Includes theory from chapter 4-6

• Reflection Rapport– ½ - 1 page– Theoretical reflection


Exhibit 4-1. Internal Dynamics: Key Questions to Ask When Building the Team

PHASE 1

Task Analysis

• What work needs to be performed?

• How much authority does the group have to manage its own work?

• What is the focus of work the group will do?

• What is the degree of interdependence among team members?

• Does there exist only one correct solution?

• Are team members’ interests aligned or competitive?

PHASE 2

People

• How many people should be on the team?

• Who is ideally suited to do the work?

• What technical, task management, and interpersonal skills are required?

• What types of diversity are optimal in the team?

PHASE 3

Processes and Procedures

• What are the explicit (spoken) norms of the group?

• What are the implicit (unspoken) norms of thegroup?

• Which norms are conducive for performance?

• What is the process by which ineffective norms can be revised?

• How much structure is the group given?

CHAPTER 4


Building the Team: The Task

• Teams that plan/develop performance strategies usually perform better• How much authority does the team have to manage its own work?• What is the focus of the work the team will do?• What is the degree of task interdependence among team members? • Is there a correct solution that can be readily demonstrated and communicated to

members?• Are team members’ interests perfectly aligned, opposing, or mixed in nature?• How big should the team be?

CHAPTER 4


Exhibit 4-2. Types of Work That Teams DoBroad Dominant Objective Feature Process Emphasis Threats

Tactical Clarity • Directive, highly focused tasks • Role ambiguity• Role clarity • Lack of training• Well-defined operational standards • Communication barriers• Accuracy

Problem Trust • Focus on issues • Failure to stick to facts solving • Separate people from problem • Fixate on solutions

• Consider facts, not opinions • Succumb to political • Conduct thorough investigation pressures• Suspend judgment • Confirmatory information search

Creative Autonomy • Explore possibilities and alternatives • Production blocking“Lumpy” participation

CHAPTER 4

Source: Adapted from Larson, C. E., & LaFasto, F. M. (1989). Teamwork: What must go right/what can go wrong. Newbury Park, CA: Sage.


CHAPTER 4

Exhibit 4-4. Levels of Interdependence

Pooled interdependence Group Members

X

Product

Reciprocal interdependence

Sequential interdependence P1 P2 P3 X

Product

P1 P2 P3

Source: Thompson, J. (1967). Organizations in action. New York: McGraw-Hill.


• Skills that are important to think about when forming a team• Technical or functional expertise• Task-management skills• Interpersonal skills

• Skill assessment categories• Self-report• Past accomplishments• 360-degree reports

CHAPTER 4

Building the Team: The People


Exhibit 4-5. Task-Management and Interpersonal Skills

CHAPTER 4

Source: Adapted from Benne, K. D., & Sheats, P. (1948). Functional roles of group members. Journal of Social Issues, 4, 41–49.

Task-Management Skills Interpersonal Skills

• Initiating• Information seeking• Opinion seeking• Elaborating• Energizing • Coordinating • Orienting • Detailing • Recording • Challenging

• Encouraging • Harmonizing • Compromising • Gatekeeping• Reflecting • Following • Standard setting


Diversity

CHAPTER 4

• Advantages• Expanded talent pool• Multiple viewpoints• Better decision making• Competitive advantage

• Challenges• Diversify on what?• How much diversity?• Conflict• Bias in performance reviews• Solo status


Managing Diversity

• Publicly commit to valuing diversity• Solicit ideas and best practices from employees on how to diversify• Educate members on the advantages of diversity• Diversify at all levels

CHAPTER 4


Processes: How to Work Together?

• Team structure• Team norms

• Development and enforcement• Norm violation• Changing norms

• Behavioral integration• Prescriptive Model of necessary conditions for effective

teamwork

CHAPTER 4


CHAPTER 5

Exhibit 5-3. Trust and Respect in Teams

Trust in teams can bemeasured by…

• I trust my teammates• I have little faith that my

teammates will consider my needs when making decisions

• I believe my teammates are truthful and honest

Respect in teams can be measured by…

• I think highly of my teammates character• This team sets a good example• Our team does things the right way• My team deserves my consideration• I admire my teammates• I am proud to be part of my team• I think my teammates have useful perspectives• My teammates usually have good reasons for their beliefs• People on my team have well-founded ideas• I hold my team in high regard• I think highly of my team members• Our team has a reason to be proud• I respect my teammates

Source: Cronin, M., & Weingart, L. (2007, in press). The differential effects of trust and respect on team conflict. In K. Behfar and L. Thompson (Eds.), Conflict in organizational groups: New directions in theory and practice. Chicago: NU Press. Also, Cronin, M. A. (2004). The effect of respect on interdependent work. Unpublished doctoral dissertation, Pittsburgh, PA: Carnegie Mellon University.


Exhibit 5-4. Role Transition in Groups

Time

Role negotiation Accommodation Assimilation

Tradition ReminiscenceAccommodation Assimilation

Recruitment Reconnaissance

Maintenance stage Resocialization stage Remembrance stageSocialization stageInvestigation stage

Prospective member New member Full member Marginal member

Ex-member

CHAPTER 5

Source: Moreland, R. L., & Levine, J. M. (1982). Socialization in small groups: Temporal changes in individual-group relations. In L. Berkowitz (ed.), Advances in experimental social psychology (Vol. 15, pp. 137–192). New York: Academic Press.


Team Communication

• Biases and points of possible error• Message tuning• Message distortion• Biased interpretation• Perspective-taking failures (curse of knowledge)• Transparency illusion• Indirect speech acts• Uneven communication problem

CHAPTER 6


Exhibit 6-4. Distribution of Participation as a Function of Group Size

CHAPTER 6

Source: Shaw, M. E. (1981). Group dynamics: The psychology of small group behavior (3rd ed). New York: McGraw-Hill.


Exhibit 6-5. The Hierarchy of Understanding

CHAPTER 6

DifficultEasy

Specific

General

Context

Noise Detection

Data

Information

Knowledge

Wisdom

Understanding Symbols

Understanding Relations

Understanding Patterns

Understanding Principles

Source: Nunamaker, J. F., Jr., Romano, N. C., & Briggs, R. O. (2002). Increasing intellectual bandwidth: Generating value from intellectual capital with information technology. Group Decision and Negotiation, 11, 69–86.


Exhibit 6-7. Three Possible Distributions of Information

CHAPTER 6

A,C,B,D

A,C,B,EA,C,D,FA,D

B,EC,F

A,B,C,D,E,F

A,B,C,D,E,FA,B,C,D,E,F

Distributed (partial) overlap:A, C: Common to all 3 peopleB, D: Shared by 2 peopleE, F: Unique to 1 person

Fully shared:All information fully-sharedby all 3 people.

Non-overlapping:No overlap of informationbetween 3 people


Exhibit 6-8. Hidden Profiles

CHAPTER 6

A,B,C A,B,C,D,EA,B,F,H C,D,E A,B,C,D,EA,B,F,G F,G,H A,B,C,D,EA,B,G,H

# of independent pieces of positive information

8

5

5

Alva

Jane

Bill


Information Sharing Practices: Things That Don’t Work

• Increasing the amount of discussion• Separating review and decisions• Increasing the size of the team• Increasing information load• Accountability• Pre-discussion polling

CHAPTER 6


Team Leader as Information Manager

CHAPTER 6

• Redirects and maintains focus of discussion to unshared (unique) information• Approaches task as problem to be “solved”, not a “judgment” to be made• Ranks rather than chooses• Considers decision alternatives one at a time• Heightens team members’ awareness of types of information likely to be

possessed by different individuals• Suspends initial judgment• Builds trust and familiarity among team members• Communicates confidence• Minimizes status differences


Collective Intelligence

• Team mental models• Types• Accuracy• Correspondence

• Transactive memory systems (TMS)• TMS and team performance

CHAPTER 6


Exhibit 6-11. Group Longevity

CHAPTER 6

0

20

40

60

80

100

120

140

160

180

0-1.5 1.5-2.5 2.5-3.5 3.5-5.0 5.0 ormore

Group longevity (years)

Stan

dard

ized

Per

form

ance

and

Com

mun

icat

io(m

eans

)

Project performance

Organizationalcommunication

Intraproject communication

External professionalcommunication

Source: Katz, R. (1982). The effects of group longevity on project communication and performance. Administrative Science Quarterly, 27, 81-104.


Team Longevity

• Behavioral changes in teams that worked together for over five years:– Behavioral stability– Selective exposure– Group homogeneity– Role differentiation

CHAPTER 6

ENT4050 Dynamic Organizing - Universitetet i Oslo · ENT4050 Dynamic Organizing ... Adapted from...

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