Draft 2a: Collaboration and Conflict in Three Workplace Teams' Projects

2018 ◽  
Author(s):  
Tom Cockburn ◽  
Peter Smith ◽  
Gordon A. Cockburn
Keyword(s):  
Workplace Teams

Du Pont workplace teams ruled illegal

1993 ◽  
Vol 71 (24) ◽  
pp. 7-8
Author(s):  
MARC REISCH
Keyword(s):  
Workplace Teams

Analyzing Work Teams Using Social Network Diagrams

2014 ◽  
pp. 170-191
Author(s):  
Shalin Hai-Jew
Keyword(s):  
Social Network ◽  
Social Dynamics ◽  
Power Structure ◽  
Work Team ◽  
Team Members ◽  
The Social ◽  
Workplace Teams ◽  
Project Phases ◽  
Shed Light ◽  
Network Diagrams

Workplace teams are a common social structure that enables the successful completion of collaborative projects. They have been studied as “hot” teams, virtual ones, and other manifestations. For both management and team members, it is helpful to have a form of meta-cognition on teams to solve work team issues pre-, during-, and post-project. One way to systematize understandings of a work team is to apply social network analysis to depict the work team’s power structure, its functions, and ways to improve the team’s communications for productivity, creativity, and effective functioning. This chapter depicts three real-world team-based projects as social network diagrams along with some light analysis. This work finds that social network diagrams may effectively shed light on the social dynamics of projects in the pre-, during-, and post-project phases.

Motivation and performance in teams: Transforming loafing into resonance

1999 ◽  
Vol 11 (1) ◽  
pp. 71-77 ◽  
Author(s):  
Tony Glynn ◽  
Stuart G. Carr
Keyword(s):  
Social Identity ◽  
Free Riding ◽  
Current Data ◽  
Team Development ◽  
Social Loafing ◽  
Group Condition ◽  
Faculty Identity ◽  
Workplace Teams ◽  
And Performance ◽  
Team Setting

AbstractEmployee responses to being placed in workplace “teams” range from free-riding (shirking, social loafing) to working harder than ever before, and feelings of identity (or in-group) with the team may play a key role in facilitating the working harder response. Fifty-two Australian future managers worked on a workplace simulation task, either (a) alone (Control), (b) among a simulated unidentified aggregate of other students (team setting, no social identity), (c) with simulated other students from the same faculty competing against the Faculty of Law (in-group, social identity condition), or (d) amid a simulated out-group of students from Law, competing against the participant's own faculty (out-group condition, pre-existing conflicting loyalty condition). As predicted, compared to (a) working alone, aggregation (b) resulted in free-riding, which was reversed by merely invoking (c) a social (faculty) identity, but then reappeared under (d) an out-group condition. Tentative though the current data may be, “flip-over” effects like these may depend on a worker's pluralistic mix of individualistic and collectivistic repertoires. To the extent that such pluralism is found throughout Australia and elsewhere in the South Pacific (Taylor & S. Yavalanavanua, 1997), our findings may apply to ‘thinking through’ workplace team development elsewhere in the region.

Relation between Social Cohesion and Team Performance in Soccer Teams

2003 ◽  
Vol 96 (1) ◽  
pp. 145-148 ◽  
Author(s):  
Aharon Tziner ◽  
Nicola Nicola ◽  
Anis Rizac
Keyword(s):  
Team Performance ◽  
Social Cohesion ◽  
Cognitive Abilities ◽  
Interpersonal Relations ◽  
Empirical Examination ◽  
Team Members ◽  
Team Outcomes ◽  
Workplace Teams ◽  
Soccer Teams ◽  
National League

Investigations of the influence on team performance of team composition, in terms of task-related attributes, e.g., personality traits, cognitive abilities, often assumes this relation to be mediated by the strength (intensity) of the interpersonal relations (social cohesion) among team members. However, there has been little empirical examination of how much social cohesion actually affects team outcomes. This preliminary study sought to examine this issue using soccer teams, which have been held to resemble workplace teams. Perceptions of team cohesion were collected from 198 Israeli soccer players (comprising 36 national league teams) during the week preceding their weekly games. A significant correlation was found between the perceptions of social cohesion and the results of the soccer matches, indicating a link between team social cohesion and team performance. Implications of the results, as well as the study's limitations, are discussed, and avenues for research are suggested.

scholarly journals Predicting Satisfaction with Group Work Assignments

2009 ◽  
Vol 6 (1) ◽  
pp. 70-81
Author(s):  
Jane Burdett ◽  
◽  
Brianne Hastie ◽  
Keyword(s):  
Student Satisfaction ◽  
Group Work ◽  
Work Experience ◽  
Business Students ◽  
Teaching Staff ◽  
Major Barrier ◽  
Assessment Tasks ◽  
Workplace Teams ◽  
Mixed Feelings

Universities are increasingly using group based assessment tasks; however, as with workplace teams, such tasks often elicit mixed feelings from participants. This study investigated factors that may predict student satisfaction with group work at university. Final-year business students completed a questionnaire addressing experiences of group work. Quantitative and qualitative data suggest that the major barrier to students’ group work satisfaction was workload issues. Conversely, perceptions of learning and feelings of group-based achievement contributed most to satisfaction. Knowledge of predictors of satisfaction allows teaching staff to identify potential problems in groups, and improve the quality of the group work experience.

Teams That Innovate: The Language of Difference-Driven Inquiry at the Workplace

2020 ◽  
Vol 83 (4) ◽  
pp. 385-408
Author(s):  
Craig Moreau
Keyword(s):  
Team Cohesion ◽  
Mind Mapping ◽  
Team Innovation ◽  
Biotech Company ◽  
Rhetorical Practice ◽  
Workplace Teams ◽  
Productivity Dynamics ◽  
Effective Use

Leveraging a team’s diverse perspectives can be a powerful way to foster team innovation. A common approach to leverage team differences involves tool-based approaches, including brainstorming, mind-mapping, and whiteboarding. However, the effective use of ideational tools as a means to innovation often assumes high levels of team cohesion and productivity—dynamics that may not be safe to assume, especially in teams with high levels of diversity. This study investigates how workplace teams at a Biotech company use discourse to innovate, and in doing so, instantiate a larger rhetorical practice known as difference-driven inquiry.

Collaborating Virtually to Develop This Book

2010 ◽  
pp. 400-432
Author(s):  
Charlotte Robidoux ◽  
Beth L. Hewett
Keyword(s):  
Virtual Environment ◽  
Collaborative Writing ◽  
Writing Strategies ◽  
Workplace Teams ◽  
Workplace Environments ◽  
Overall Performance

The focus of this chapter is to describe how the writers and editors of this book attempted to employ virtual collaborative writing strategies, including those described throughout this text, in the process of developing and writing this book. This discussion reflects on the processes the writers of this book used to write collaboratively in a virtual environment, as well as strategies and tools that facilitated or hindered their efforts. The discussion draws on the six principles underlying virtual collaborative writing to evaluate the experience of using technology to develop content collaboratively. In so doing, the writers present recommendations that workplace teams can use to manage virtual collaborative writing more effectively. This chapter provides practical examples of success and failure that can guide professionals committed to improving virtual collaborative writing in range of workplace environments. These experiences point to lessons for improving overall performance— whether teams are just forming, looking for ways to manage or plan collaborative writing projects, confused about making decisions virtually, or in search of standards and processes that enable virtual collaborative writing.

The Perception and Reality of Student and Workplace Teams

2004 ◽  
Vol 59 (1) ◽  
pp. 41-59 ◽  
Author(s):  
Catherine B. Ahles ◽  
Courtney C. Bosworth
Keyword(s):  
Workplace Teams

Collaboration and Conflict in Three Workplace Teams´ Projects

2019 ◽  
pp. 52-85 ◽  
Author(s):  
Tom Cockburn ◽  
Peter A. C. Smith ◽  
Gordon A. Cockburn
Keyword(s):  
Small Firms ◽  
Interview Data ◽  
Executive Education ◽  
Education Programs ◽  
Workplace Teams ◽  
Micro Level ◽  
Regional Clustering ◽  
Medium Enterprises ◽  
The Eu

This chapter extends the previous research published in 2016 which looked into the embedding contexts of networks of small firms, in the EU principally, and how collaboration between small to medium enterprises (SMEs) was supported inside national and regional clustering structures and incubators initiated in collaboration with university researchers and governments agencies. The current chapter drills down further to explore the processes at the level of individual firms to see how group and individual conflict and collaboration was generated or sustained within teams in three different case organizations. In other words, the chapter looks at micro level details of conflict and collaboration as well as the observed socioemotional dynamics. The three organizations were involved with executive education programs and the authors were able to access reflective diaries for 2004 to 2012 enabling the authors to triangulate notes taken with interview data and observations used for this chapter.

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