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Group Dynamics for Teams
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Group Dynamics for Teams

Sixth Edition
  • Daniel Levi - California Polytechnic State University, San Luis Obispo, USA
  • David A. Askay - California Polytechnic State University, San Luis Obispo, USA


August 2020 | 456 pages | SAGE Publications, Inc
Grounded in psychology research but with a practical focus on organizational behavior issues, Group Dynamics for Teams, Sixth Edition helps readers understand and participate in teams more effectively in day-to-day work. This latest edition has been thoroughly updated, with coverage of the latest research included in each chapter by expert author David Askay of California Polytechnic State University, San Luis Obispo. This book thoroughly examines basic group dynamics concepts, such as goals, norms, cooperation, and communication. This book also reviews the main challenges that teams face - such as conflict, decision making, problem solving, creativity, and valuing diversity. Throughout this book it discusses the organizational context of teams - including the impacts of organizational culture, virtual teamwork, rewarding teams, and team building.

 
PART I: CHARACTERISTICS OF TEAMS
 
Chapter 1: Understanding Teams
Learning Objectives

 
1.1 Why Groups and Teams Matter

 
1.2 Defining Groups

 
1.3 Defining Teams

 
1.4 Why Organizations Use Teams

 
1.5 Purposes and Types of Teams

 
1.6 History of Teams and Group Dynamics

 
Leading Virtual Teams: Virtual Meetings and Virtual Collaboration—Selecting Technologies to Use for Your Team

 
Summary

 
Team Leadership Challenge 1

 
Survey: Attitudes Toward Teamwork

 
Activity: Working in Teams

 
 
Chapter 2: Defining Team Success
Learning Objectives

 
2.1 Nature of Team Success

 
2.2 Conditions for Team Success

 
2.3 Characteristics of Successful Teams

 
2.4 Positive Psychology View of Team Success

 
2.5 Using Teams in the Workplace

 
Summary

 
Team Leadership Challenge 2

 
Activity: Understanding Team Success

 
 
PART II: PROCESSES OF TEAMWORK
 
Chapter 3: Team Beginnings
Learning Objectives

 
3.1 Stages of Teamwork

 
3.2 Group Socialization

 
3.3 Team Goals

 
3.4 Team Norms

 
3.5 Application: Jump-Starting Project Teams

 
Summary

 
Team Leadership Challenge 3

 
Activity: Observing Team Development

 
Activity: Developing a Team Charter

 
 
Chapter 4: Understanding the Basic Team Processes
Learning Objectives

 
4.1 Motivation

 
4.2 Group Cohesion

 
4.3 Team Roles

 
4.4 Task and Social Behaviors

 
4.5 Team Adaptation and Learning

 
4.6 Basic Team Processes in Virtual Teams

 
Summary

 
Team Leadership Challenge 4

 
Activity: Tracking Teamwork Behaviors

 
 
Chapter 5: Cooperation and Competition
Learning Objectives

 
5.1 Teamwork as a Mixed-Motive Situation

 
5.2 Why Are People in Teams Competitive?

 
5.3 Problems With Competition

 
5.4 Benefits of and Problems With Cooperation

 
5.5 Application: Encouraging Cooperation

 
Leading Virtual Teams: Building Trust and Social Relationships

 
Summary

 
Team Leadership Challenge 5

 
Survey: Cooperative, Competitive, or Individualistic Orientation

 
Activity: Understanding Competitive Versus Cooperative Goals

 
 
Chapter 6: Communication
Learning Objectives

 
6.1 Communication Process

 
6.2 Flow of a Team’s Communications

 
6.3 Emotional Intelligence

 
6.4 Facilitating Team Meetings

 
6.5 Communication Skills for Team Meetings

 
Summary

 
Team Leadership Challenge 6

 
Survey: Team Emotional Intelligence

 
Activity: Observing Communication Patterns in a Team

 
 
PART III: ISSUES TEAMS FACE
 
Chapter 7: Managing Conflict
Learning Objectives

 
7.1 Conflict Is Normal

 
7.2 Sources of Conflict

 
7.3 Types of Conflict

 
7.4 Conflict Management

 
7.5 Preventing and Preparing for Team Conflict

 
Summary

 
Team Leadership Challenge 7

 
Survey: Conflict Management Styles

 
Activity: Observing Conflict Management Styles

 
 
Chapter 8: Social Influence and Power
Learning Objectives

 
8.1 Understanding Social Influence and Power

 
8.2 Types of Power

 
8.3 Power Dynamics

 
8.4 Empowerment

 
8.5 Application: Acting Assertively

 
Summary

 
Team Leadership Challenge 8

 
Activity: Using Power Styles—Passive, Aggressive, and Assertive

 
 
Chapter 9: Decision Making
Learning Objectives

 
9.1 Decision Making in Teams

 
9.2 Deciding How to Decide: Evaluating Decision Making Approaches

 
9.3 Individual Decision Making

 
9.4 Group Decision Making

 
9.5 Crowd and Algorithmic Decision Making

 
Summary

 
Team Leadership Challenge 9

 
Activity: Making Consensus Decisions

 
Activity: Group Versus Individual Decision Making

 
 
Chapter 10: Leadership and Followership
Learning Objectives

 
10.1 Defining Leadership

 
10.2 Leadership Emergence

 
10.3 Models of Effective Leadership

 
10.4 Team Leadership

 
10.5 Followership

 
Summary

 
Team Leadership Challenge 10

 
Survey: Leadership Styles

 
Activity: Observing the Leader’s Behavior

 
 
Chapter 11: Problem Solving
Learning Objectives

 
11.1 Understanding Problems

 
11.2 Descriptive Approach: How Teams Typically Solve Problems

 
11.3 Rational Problem-Solving: How Teams Should Solve Problems

 
11.4 Application: Constructing a Shared Mental Model Through Process Mapping

 
Summary

 
Team Leadership Challenge 11

 
Activity: Using Problem-Solving Techniques

 
 
Chapter 12: Creativity, Innovation, and Design Thinking
Learning Objectives

 
12.1 Creativity and Innovation

 
12.2 Four Phases of the Idea Journey

 
12.3 What is Design Thinking?

 
12.4 The Design Thinking Process

 
12.5 Promoting Team Creativity and Innovation

 
12.6 Virtual Creativity

 
Summary

 
Team Leadership Challenge 12

 
Activity: Comparing Different Creativity Techniques

 
 
Chapter 13: Diversity and Inclusion
Learning Objectives

 
13.1 The Importance of Diversity

 
13.2 Difference and Diversity

 
13.3 How Diversity Operates

 
13.4 Effects of Diversity on Team Performance

 
13.5 Application: Supporting Diversity and Inclusion

 
Summary

 
Team Leadership Challenge 13

 
Survey: Work Group Inclusion

 
Activity: Understanding Gender and Status Differences in a Team

 
 
PART IV: ORGANIZATIONAL CONTEXT OF TEAMS
 
Chapter 14: Team, Organizational, and International Culture
Learning Objectives

 
14.1 What is Culture?

 
14.2 Team Culture

 
14.3 Defining Organizational Culture

 
14.4 Organizational Culture and Teamwork

 
14.5 Dimensions of International Culture

 
14.6 International Differences in Teamwork

 
14.7 Multinational Teams

 
14.8 Cultural Intelligence

 
Summary

 
Team Leadership Challenge 14

 
Survey: Individualism–Collectivism

 
Activity: Evaluating a Team’s Culture and Cultural Context

 
Activity: Comparing United States and Japanese Teams

 
 
Chapter 15: Virtuality and Teamwork
Learning Objectives

 
15.1 Virtuality and Virtual Teams

 
15.2 Communication Technologies

 
15.3 Geographic Dispersion

 
15.4 Managing Virtuality on Teams

 
Summary

 
Team Leadership Challenge 15

 
Activity: Developing Netiquette for Virtual Teams

 
Activity: Experiencing Teamwork in a Simulated Virtual Team

 
 
Chapter 16: Evaluating and Rewarding Team Performance
Learning Objectives

 
16.1 Performance Management

 
16.2 Evaluating Performance

 
16.3 Rewarding Performance

 
Summary

 
Team Leadership Challenge 16

 
Survey: Individual Versus Team Rewards

 
Activity: Evaluating and Rewarding a Project Team

 
Activity: Team Halo Effect

 
 
Chapter 17: Team Development Interventions
Learning Objectives

 
17.1 What Are Team Development Interventions?

 
17.2 Team Building

 
17.3 Types of Team-Building Programs

 
17.4 Team Training

 
17.5 Types of Training

 
Summary

 
Team Leadership Challenge 17

 
Activity: Team Building

 
Activity: Appreciative Inquiry of Teamwork

 

II. Chapter-Specific Changes

Please list changes to each element, including textual revision, tables, maps, charts, figures, data, readings, etc, as applicable.

 

Preface:

 

New Acknowledgement section and About the Authors section.

 

Added a section detailing changes to this edition.

 

 

Chapter 1: Understanding Teams

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

Summary of Changes:

·         Additional discussion of why understanding groups and teams are important for students, organizations, and society.

 

·         Removed Table 1.1 and replaced with expanded discussion defining and differentiating groups and teams

 

·         Reorganized content to describe how teams are used in organizations before describing types of teams.

 

·         Revised and expanded discussion of contemporary organizational characteristics that promote adoption of team structures.

 

·         Additional summary of contemporary research in group dynamics, including robotic teammates, artificial intelligence, and wearable sensors.

 

·         Revised Team Leadership Challenge 1 to reflect a real-life challenge faced by GM. Includes a reference to a relevant podcast to compare student choices with what happened.

 

·         Updated citations, including 26 from 2014-2019

 

·         2 pages longer than previous edition

 

 

Chapter 2: Defining Team Success

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Revised, expanded, and updated discussion of team composition to include recent research and discussion of surface and deep-level attributes.

 

·         Revised, expanded, and updated discussion of teamwork processes using Marks, Mathieu, and Zaccaro’s (2001) influential model.

 

·         Replaced Figure 2.1 (Model of Team Interaction) with an adapted visual representation of Marks, Mathieu, and Zaccaro’s Team Processes during a performance episode.

 

·         Removed Table 2.1 (When Teams are Appropriate) and Table 2.2 (Characteristics of Successful Teams). This content has been condensed and represented in a bullet point list in the text.

 

·         Revised, expanded, and updated discussion of characteristics of successful teams to include team structure, team behaviors, collective intelligence, and teaming mindsets

 

·         Updated citations, including 23 from 2014-2019

 

·         1 page longer than previous edition

 

 

 

 

Chapter 3: Team Beginnings

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         General revisions to improve clarity of content.

 

·         Additional discussion of negative effects of goals, including unethical behavior. Provided examples, including Wells Fargo’s unauthorized creation of 2 million bank accounts.

 

·         Additional discussion of implicit and explicit norms with clear examples of each. Expanded discussion of norm formation and the impact of dysfunctional norms in teams. Included Ely and Meyerson (2010) research of gendered norms in oil rig workers as an extended example.

 

·         Expanded discussion of exercises that develop social relations. Provided cautionary advice on how personal disclosure differentially impacts demographically dissimilar team members.

 

·         Additional discussion of developing a team charter and clarifying team roles and responsibilities

 

·         Revised and condensed content about virtual teams and included empirically supported citations.

 

·         Revised the Observing Team Development Activity to reference Tom Wujec’s often-used Marshmallow Challenge exercise.

 

·         Updated citations, including 14 from 2014-2019

 

·         2 pages longer from the previous edition

 

 

Click here to enter text

 

 

 

 

Chapter 4: Understanding the Basic Team Processes

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes

 

·         Additional discussion of team motivation, including indispensability effects.

 

·         Revised discussion of team cohesion and how it positively and negatively impacts team performance.

 

·         Revised discussion of team roles and role stress to clarify these concepts.

 

·         Expanded and updated discussion of team adaptability, team learning, shared mental models, transactive memory systems, and reflexivity.

 

·         Included a new activity to visually track and reflect on teamwork behaviors. This is reflected in the new Activity Worksheet 4.1

 

·         Updated citations, including 18 from 2014-2019.

 

·         2 pages longer from the previous edition

 

 

 

Chapter 5: Cooperation and Competition

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

 

·         Revised discussion of mixed-motive situations and incorporated foundational and recent citations.

 

·         Revised discussion of how culture and personality contribute to competition and situated some discussion into social values orientation.

 

·         Additional discussion of how competition erodes trust and reduces learning

 

·         Revised discussion of intergroup conflict to incorporate findings from recent research in cross-national teams and a meta-analysis of competition and mixed-sex groups.

 

·         Revised and expanded discussion of when competition can benefit teams using recent studies, such as emphasizing skill development and fair rules.

 

·         Revised and expanded section on the benefits and problems with cooperation. This bring new clarity to the content, along with updated citations. New content includes discussion of cooperative learning experiences and health benefits of cooperation.

 

·         New discussion of the cooperation process as described by leading scholars Johnson and Johnson (2005).

 

·         Expanded discussion of how gender and virtual teams influence rebuilding trust.

 

·         Updated citations, including from 10 from 2014-2019

 

·         1 page longer from the previous edition

Click here to enter text

 

 

 

 

 

 

Chapter 6: Communication

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Revised discussion of the communication process to describe the social goals served by communication based on Burleson (2010).

 

·         New discussion of using boundary objects to reduce miscommunication in teams.

 

·         New discussion of how to form an apology based on research by Lewicki, Polin, & Lount (2016).

 

·         Expanded discussion of gender and communication in teams, emphasizing how men and women mostly communicate in similar ways despite prevailing stereotypes.

 

·         Revised and expanded discussion of leading team meetings drawing from recent work by leading meeting researcher Steven Rogelberg (2019)

 

·         Updated citations, including 14 from 2014-2019

 

 

 

 

 

 

Chapter 7: Managing Conflict

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

 

·         Restructured the chapter content to aid in clarity of concepts.

 

·         Removed Table 7.1 (Sources of Conflict) and instead emphasized this content through subheadings

 

·         Removed Table 7.2 (Conflict Resolution Approaches) because copyright owner (The Meyers-Briggs Company) is making changes to its permissions policies and suspended new requests for reprints

 

·         Expanded and updated discussion of task, relationship, and process conflict using recent research.

 

·         Additional discussion comparing different conflict management styles using recent studies.

 

·         New discussion of strategically aligning conflict management styles with task, relational, and process conflict drawing from Behfar, Peterson, Mannix, and Trochim (2008). Includes discussion how of approaches differently impact team performance and team satisfaction. The discussion and examples provide guidance for how to approach conflict management in teams and weighing the benefits of rules-based versus proactive conflict management.

 

·         Additional discussion of how to embrace open-minded discussions, including integrative negotiation and constructive controversy.

 

·         New discussion of preventing conflict by selecting and training team members for cognitive reappraisal (Griffith, Connelly, & Thiel, 2014).

 

·         Revised discussion of preparing for conflict by encouraging constructive controversy (Tjosvold 2008). New discussion of a training program based on constructive controversy that develops conflict management skills (O'Neill, Hoffart, McLarnon, Woodley, Eggermont, Rosehart, Brennan, 2017)

 

·         Updated citations, including 13 from 2014-2019

 

·         1 page longer

 

 

 

 

Chapter 8: Power and Social Influence

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Expanded introduction to social influence and responses to social influence, including defiance, resistance, compliance, and acceptance.

 

·         Additional discussion of conformity, minority conversion, and obedience with examples, such peer pressure at Google to act “Googley.”

 

·         New discussion of influence tactics used in virtual teams based on research by Steizel & Rimbau-Gilabert (2013) and Wadsworth & Blanchard (2015).

 

·         New discussion of managing unequal power through computer-mediated communication.

 

·         Expanded discussion of Team Empowerment drawing from recent publications, including an extended example using Captain Marquet’s command of the nuclear submarine USS Santa Fe.

 

·         Updated citations, including 9 from 2014-2019

 

·         4 pages longer than the previous edition

 

    

 

 

 

 

Chapter 9: Decision Making

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Completely revised and restructured the chapter to describe various decision-making approaches and the benefits and challenges of each.

 

·         Updated Table 9.1 (Approaches to Decision Making) to reflect restructured chapter. It now divides decision making into individual, group, and crowd and algorithmic decision making with examples of each.

 

·         New discussion of cultural differences in decision-making preferences

 

·         Additional discussion of individual approaches to team decision making, including leader, expert, and consultative.

 

·         Additional and new discussion of group approaches to team decision making, including aggregating team decisions without interaction, with limited interaction, with voting, and through consensus. New examples are provided, such as discovering the location of a sunken submarine through group aggregation without interaction.

 

·         Discussion of dysfunctional individual, group, and algorithmic biases disrupt effective decision making, including decision fatigue, heuristics, groupthink, polarization, sharing information, emotions, disagreements, and interpretability problems.

 

·         Entirely new discussion of crowd-based and algorithmic approaches to team decision making, including the wisdom of crowds, prediction markets, and artificial intelligence. Descriptions and examples of machine learning algorithms are provided.

 

·         Four approaches to integrating artificial intelligence with decision making are discussed, with an emphasis on the limitations and interpretability problems of AI approaches. Amazon’s gender-biased hiring algorithm is provided as an example.

 

·         Updated citations, including 18 from 2014-2019

 

·         4 pages longer than the previous edition

    

 

 

Chapter 10: Leadership and Followership

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Completely revised and restructured the chapter to describe approaches to leadership (trait, behavioral, contingency, relational, charismatic, functional, and shared) and a new section on followership. Leadership as a process, rather than person, is emphasized.

 

·         Updated  Table 10.1 (Models of Leadership) to reflect the restructuring of the chapter.

 

·         Additional discussion of leadership emergence that considers leader traits and follower perceptions. Expanded discussion of how participation rates influence leadership emergence that includes neuroscientific support. Expanded discussion of implicit leadership theories that connects diversity to leadership emergence.

 

·         New discussion of the dark triad of personality (narcissism, Machiavellianism, and psychopathy) in relation to leadership emergence and effectiveness.

 

·         Expanded discussion of Leader-Member Exchange theory that includes a focus on issues related to diversity, equity, and inclusion.

 

·         New Table 10.2 (Dimensions of Leader-Member Communication Exchange) describes dimensions of high-quality and low-quality communication exchanges associated with leader-member exchanges based on (Omilion-Hodges and Baker, 2017).

 

·         New discussion of Charismatic Leadership with an emphasis on practical Charismatic Leadership Tactics that team leaders can employ based on research by Antonakis, Fenley, and Liechti (2012).

 

·         New Table 10.3 (Charismatic Leadership Tactics) summarizes practice communication strategies based on Antonakis, Fenley, and Liechti (2012).

 

·         Additional discussion of functional and shared team leadership that emphasizes the entire team participating in leadership behaviors.

 

·         New discussion of followership drawing from implicit followership theories and Kelley’s (1988) two-dimensional framework.

 

·         Updated citations, including 27 from 2014-2019

 

·         1 page longer than the previous edition.

    

 

 

 

 

Chapter 11: Problem Solving

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Revised and restructured the entire chapter.

 

·         Additional discussion of defining well-structured and ill-structured problems and situating problem-solving as a highly important workplace skill.

 

·         Concise discussion of descriptive approaches to problem solving based on Poole and Roth (1989) that describes unitary, solution-orientation, and complex approaches. Emphasizes the inefficiencies employed by teams and the benefit of a structured/prescriptive approach.

 

·         New discussion of the functional approach to problem-solving based on Orilitzky & Hirokawa (2001). The functional approach is clearly distinguished from a prescriptive approach based on the quality of interactions, rather than the order of steps.

 

·         Greatly expanded discussion of rational problem solving that discusses problem recognition, problem definition, problem analysis, establishing solution criteria, generating alternative, selecting a solution, and implementing and evaluating the solution. For each step, specific evidence-based guidance and caution is provided.

 

·         New Table 11.1 (Conceptualizations of Problem Definitions) illustrates a typology of problems definitions and offers guidance for crafting effective definitions.

 

·         New Table 11.2 (Summary of Effective and Ineffective Problem Solving) summarizes the entire problem-solving process offers guidance for each step.

 

·         New content detailing techniques for problem discussion, including de Bono’s six thinking hats.

 

·         New table demonstrating effective and ineffective problem definitions

 

·         Updated citations, including 7 from 2014-2019

 

·         3 pages longer than the previous edition.

 

 

 

 

    

 

 

 

 

Chapter 12: Creativity, Innovation, and Design Thinking

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Completely revised the chapter and expanded the focus to include creativity, innovation, and design thinking.

 

·         Additional discussion that differentiates creativity from innovation.

 

·         New discussion of moving from idea generation to idea elaboration to idea championing to idea implementation in an organizational context. This emphasizes the changing skills required of team members as they move through this process.

 

·         Removed Table 12.1 (Aspects of Creativity), Figure 12.1 (Creativity Flowchart), and Table 12.3 (Guidelines for Brainstorming) due to change in chapter content. Brainstorming guidelines are nonetheless included within the body of the chapter.

 

·         New discussion of design thinking, including several examples. Detailed discussion of going through the design thinking process of Empathy, Define, Ideate, Prototype, and Test. Specific techniques, tools, and mindsets are discussed with examples. Examples include observation, mind mapping, validating assumptions, and building experiential prototypes.

 

·         Several examples are provided, including Embrace’s development of a low-cost infant incubator, the founding of Zappos, and GE’s redesigning of the MRI experience for children.

 

·         Additional discussion of brainstorming techniques and recent research establishing the effectiveness of various approaches.

 

·         Additional discussion of promoting creativity and innovation through team diversity, information elaboration, conflict, climate, and organizational context.

 

·         Updated citations, including 22 from 2014-2019

 

·         5 pages longer than the previous edition

 

    

 

 

 

 

Chapter 13: Diversity and Inclusion

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Revised and expanded chapter that now includes a discussion of both diversity and inclusion.

 

·         Additional discussion situating the importance of managing diversity and inclusion within organizational and societal changes.

 

·         New discussion of difference using surface and deep level attributes and an expanded discussion of different kinds of diversity (variety, separation, and disparity). New discussion of how team diversity changes over time.

 

·         Revised and expanded discussion of how diversity operates in teams. New content relating to individual traits (authoritarianism and social dominance orientation) that contribute to intergroup dynamics. Expanded discussion of cognitive processes related to intergroup dynamics, including stereotypes and implicit biases. Includes discussion of Cuddy, Fiske, and Glick’s (2007) BIAS Map that illustrates how different kinds stereotypes produce different kinds of behaviors and attitudes. Expanded discussion of the ultimate attribute error in relation to ingroup and outgroup member performance

 

·         Removed Table 13.1 (Types of Diversity) and represented this material in the body of the text

 

·         New Figure 13.1 provides a visual adaptation of Cuddy, Fiske, and Glick’s (2007) BIAS Map

 

·         New discussion of team diversity and performance drawing upon the Categorization-Elaboration Model. Emphases is placed on any kind of diversity being potentially helpful or harmful to team performance based on information elaboration. New discussion of demographic Faultline research.

 

·         New Figure 13.2 (Categorization-Elaboration Model) illustrates how social categorization can influence information elaboration to help or hinder team performance.

 

·         New discussion of inclusivity and promoting an inclusive work group. Specifies role of feeling safe, fostering belongingness, value and respect, influence in decision-making, authenticity, and recognizing and advancing diversity. Also reiterate the critical role of leaders in modeling inclusive behavior and promoting equity in their leader-member relationships.

 

·         New survey to measure the level of Work Group Inclusion felt by each member from Chung, B. G., Ehrhart, K. H., Shore, L. M., Randel, A. E., Dean, M. A., & Kedharnath, U. (2019). The activity encourages the team to discuss of how to promote feelings of belongingness and uniqueness in the team.

 

·         Updated citations, including 28 from 2014-2019

 

·         2 pages longer than the previous edition

 

 

    

 

 

 

 

Chapter 14: Team, Organizational, and International Culture

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:  .

 

·         A new introduction to the chapter describes the concept of culture in more detail and offers an example to illustrate how it impacts behavior.

 

·         The section on Team Culture has been revised and expanded. It now includes discussion of how team can create and reinforce values, using Amazon’s continued use of the inexpensive ‘door desk’ as an example. It also describes when a strong team culture is a disadvantage because members share the same way of looking at a problem. An example of an inexpensive HP printer serves as a poignant example of how a shared mental model may inhibit creativity or the ability to adapt.  

 

·         Expanded discussion of misalignments between team and organizational culture. Specifically, an example of a team developing a different interpretation of an organizational policy is provided by describing Kirby and Krone’s (2002), which shows how team culture prevent the use of organizational sanction parental leave.

 

·         The section on Intercultural dimensions of culture is expanded, suggesting care in broadly applying cultural dimensions. This discussion draws from Brewer & Venaik’s (2014) critique that it is potentially misleading to project national-level culture characteristics onto individuals.

 

·         A new section detailing Earley and Ang’s (2003) concept of cultural intelligence is included. This describes the four factors of cultural intelligence and reviews subsequent research illustrating how teams benefit from higher cultural intelligence.

 

·         3 pages longer than the previous edition

 

·         Updated citations, including 8 from 2014-2019

 

 

 

Chapter 15: Virtuality and Teams

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Completely revised the chapter to focus on contemporary issues surrounding team virtuality.

 

·         New introduction situating virtuality in the contemporary landscape of alternative work arrangements.

 

·         Revised and expanded discussion of communication technologies through media richness and media synchronicity theories. Research on several kinds of virtual teamwork technologies are presented, including text-based messaging, conferencing, social media, and 3D virtual environments. Guidance for writing effective email messages is provided.

 

·         A new Table 15.1 provides an analysis of various team communication technologies. This condensed material and lead to the removal of the prior Table 15.1, 15.2, and 15.3.

 

·         An entirely new section on geographic dispersion based on O'Leary and Cummings (2007) is provided. The differential impact of spatial, temporal, and configurational dispersion on team functioning is discussed. Contemporary research detailing visibility of work, work-life balance, and activation of demographic faultlines is provided.

 

·         New discussion of techniques for managing virtual teams, including intercultural communication competences, trust development techniques, developing virtual teams, and leadership.

 

·         3 pages shorter than the previous edition due to more concise writing and updated table.

 

·         Updated citations, including 34 from 2014-2019

 

    

 

 

 

 

Chapter 16: Evaluating and Rewarding Performance

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Revised the chapter to focus on evaluating and rewarding team performance within the context of a performance management system.

 

·         New discussion of developing measurements for individual and team performance, differentiating between individual task performance, individual contextual performance, and team performance (Aguinis, 2019). Includes discussion of process versus outcome measures.

 

·         New discussion of practical skills for designing, measuring, and implementing team performance evaluation systems based on Aguinis, Joo, & Gottfredson (2011)

 

·         New discussion of how to give performance feedback to individuals and teams in a productive manner, including strengths-based approaches and offering decision-making leave.

 

·         Additional discussion of rewarding individual versus team behaviors drawing from recent studies. Expanded discussion of organizational-level rewards.

 

·         Updated citations, including 4 from 2014-2019

 

·         1 page longer from previous edition

    

 

Chapter 17: Team Development Interventions

Please check all that apply

 

?Major Changes      ?Minor Changes       ?Changed Tables/Figures      

?Changes Data &Statistics    ?Changed References/Citation

 

Summary of Changes:

·         Reframed the chapter to situate team building and team training within the contemporary concept of Team Development Interventions

 

·         Additional discussion of the attitudes, behaviors, and cognitions (the ABCs) of teamwork.

 

·         Revised discussion of Team Building and an additional example of developing interpersonal relations with an activity called ‘I like, I wish’

 

·         Revised and expanded discussion of Team Training best practices uses recent sources (Salas, 2015). This includes discussing a needs analysis, fostering a team training environment, designing an effective program, evaluating the program, and sustaining training impact.

 

·         Updated citations, including 7 from 2014-2019

    

 

 

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