1. Leading Problem Solving Groups
How Well Did Your Group Do?
Better than the best individual score
Better than the average individual score
Better that the lowest individual score
Type of Problem–has a known solution that can checked.

2. Explaining Group Productivity Steiner’s Model
Actual Performance = Potential Performance – Loss Due To Faulty Process

3. Definitions
Actual Performance = What the group accomplishes. Defined by the task
Potential Productivity = What the group can accomplish based on members’ skills and abilities and match with task.

4. Process - steps taken by the group to accomplish the task.
Process Loss-the extent that the actual productivity is less than the potential productivity (best individual member of the team)
Process Gain- the extent that the actual productivity is better than the potential productivity (best individual member of the team)

5. Types Of Process Loss Variables
Possible Ambient factors - mere presence of other people
Distraction - pay attention to non-problem aspects of the situation
Cognitive Interference - statements of others hurt/interfere with our thought processes
Evaluation Apprehension - others are a natural audience, leads to inhibition
Communication Requirements - elaboration/defense required in presenting ideas to others

6. Process Losses Due to Inadequate Problem Solving Techniques
Inadequate matching of task demands and members skills and abilities
Inadequate search behavior
Inadequate evaluation of ideas - premature closure
Lack of separation of idea generation and idea evaluation phases

7. Process Losses Due to Faulty Interpersonal Interaction
Cases Based On
Personality Conflict
Lack of Trust
Negative Group Identity
Biases Assessments-Faulty First Impressions
Lack of Contract-Goals, Norms
Unrealistic Impressions
Individualistic Behavior

8. Process Losses Due to Lack of Group Member Motivation
Reasons
Low task involvement: social loafing, free riding (Lack of Identifiability, Rewards Without Effort)
Issue Not Important
No One Is Listening (Disingenuous Voice)
Belief That Other Have More Expertise

9. Process Loss Due To Structural Variables: Group Size
Typically assumed to be between 5-8 members.

10. Impact of Increasing Team Size:
Increases in differences in participation rates among members between high and low participators.

11. Increase in directive leadership
Formalization of interaction
Increase in propensity to loaf

12. Decrease in satisfaction with the group (processes, membership)
Increases in formalizrtion o

13. Productivity increases at a smaller rate for each additional group member.

14. Size and Performance

15. Social Loafing and Free Riding: Motivation Loss In Groups
The tendency for group members to exert less individual effort as the size of the group increases. Less effort found on:
Performance Task: A type of group task in which the coordinated efforts of several people are added together to form the group’s product
Adding performance of multiple people to compute department sales.
--Cognitive Tasks: Thinking of large number of solutions to a problem when working in a group—Brainstorming in a group
--Perceptual Tasks: Number of people watching a radar screen for hostile planes
--Problem Solving Tasks: Evaluation of a problem and generating a solution. Where to locate the new plant.

16. Antecedents of Social Loafing: Group Size

17. Free Riding—A person can receive the benefits of being in a team without exerting the effort.
A members of project group does not contribute but receives the same grade as the other members of the team, contributions to KERA.
On a disjunctive task-performance is determined by the best member of the team, other people free ride, example, expertise of team members well known, low expertise loaf.
On a conjunctive task, performance is determined by the low ability or skill member, people with more expertise will reduce their effort –interdependent task

18. Why Do People Loaf and Free Ride
Lack of Identifiability: When people share responsibility for a task and team member efforts are pooled together into a single group solution, it may be difficult to identify the contributions of each team member.
Diffusion of responsibility (less personal responsibility)
Rational analysis of cost of one’s effort and potential rewards.

19. Dispensability of Effort: feelings that my efforts are not important to the team, can not make a contribution—my perception or team member’s behavior

20. Other Reasons For Self-limiting Behavior- Low Motivation: Raising The White Flag
Compelling argument that is accepted
Meaningless decision—unimportant decision or disingenuous (no one listening)
Lacking confidence in one’s ability to communicate or accuracy of one judgments
Strong pressures from others to conform-not appear like a deviant, not lose approval
Other team members appear indifferent, unwilling to commitment themselves
Cycle of failure

21. Overcoming Social Loafing, Free Riding, Self Limiting Behavior
Make each team member’s contributions identifiable
Make individuals feel efforts are indispensable-personal responsibility
How do you do this?
Make work tasks more important and interesting
Reward individuals for contributing to their group’s performance

22. Overcoming Social Loafing, Free Riding, and Self-Limiting Behavior
Use group goal setting
Use a contract to bind team members
Increase cohesiveness of group—team members feel a sense of obligation
in addition, performance has to be comparable to others, or against some standard in addition, performance has to be comparable to others, or against some standard
Members feel efforts are indispensable- make important contributions to the group effort.

23. Have the task provide team members with the chance to evaluate their performance or receive some feedback against some standard.
Increase Fairness of Decision of Making Processes
Pay Attention to Size of the Group
Monitor People (Accountable) and the Process (Problems)

24. Social Loafing and Culture
Individualistic Cultures: National groups whose members place a high value on individual accomplishments and personal success.
Collectivistic Cultures: National groups whose members place a high value on shared responsibility and the collective good of all.