Military Psychology Gerhard Ohrband – ULIM University, Moldova

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1 Military Psychology Gerhard Ohrband – ULIM University, Moldova
4th lecture Team effectiveness

2 Course structure Team Effectiveness
Introduction: Historical Overview, main applications Environmental Stressors Leadership Team Effectiveness Individual and Group Behaviour Clinical Psychology Selection and Classification Training Human Factor Engineering Psychotherapy and Counseling Terrorism Trauma Therapy Psychological Warfare Ethical Issues for a Psychologist in the Armed Forces Review: Preparation for the exams

3 Outline: 1. What are teams and why are they important? 2. Inputs into teams 3. Processes 4. Developing teams

4 1. What are teams and why are they important?
Mohrman, Cohen and Mohrman (1995): Teams enable organizations to speedily develop and deliver products and services cost effectively, while retaining high quality Teams enable organizations to learn (and retain learning) more effectively Time is saved if activities, formally performed sequentially by individuals, can be performed concurrently by people working in teams Innovation is promoted because of cross-fertilization of ideas Teams can integrate and link information in ways than an individual cannot

5 The input-process-output model
Task Team Composition Organizational context Cultural context Leadership Communication Decision-making Cohesiveness Effectiveness INPUTS PROCESSES OUTPUTS

6 2. Inputs into teams The task Team composition Organizational context
Cultural context

7 Input 1: the task Team performance depends upon the task which has to be performed. Kent and McGrath, 1969: Production tasks (high originality but low issue involvement) Discussion tasks (high issue involvement but low originality) Problem-solving tasks (high action orientation) How to classify tasks other than by their cognitive requirements?

8 Job characteristics model (Hackman and Oldham, 1976)
Core job Dimensions Skill variety Task identity Task Significance Autonomy Task feedback Psychological states Experienced meaningfulness of the work Experienced responsibility for outcome of the work Outcomes High internal work Motivation High quality work performance High satisfaction with the work Low absenteeism and turnover Knowledge of the actual results of the work Activities Growth Need Strength

9 Job characteristics model
MPS= (skill variety + task identity + task significance) x autonomy x feedback 3 MPS: motivational potential score The model succesfully predicts team effectiveness in Administrative support roles (Campion, Medsker and Higgs, 1993); Professional jobs (Campion, Papper and Medsker, 1996); Technical, customer service, clerical and management teams (Cohen, Ledford and Spreitzer, 1994)

10 Input 2: team composition
The mix of people with different occupations in a team clearly affects the team’s performance. Similarly, a team can have a mix of personalities, backgrounds and characteristics. But what is the ideal mix? Impact of diversity dependent upon the self-categorization of team members (social identity theory, Tajfel and Turner, 1979) Diversity in task-related attributes vs. relations-oriented characteristics (age, gender, ethnicity)

11 Diversity in task-related attributes
Wiersema and Bantel, 1992: Examined the diversity of top management teams of 100 of the largest manufacturing companies in the USA. Diversity of educational specializations was related to a more adaptive organization and more effective strategic change. Bantel, 1993: Management teams of banks which were heterogeneous with respect to education and functional background developed clearer corporate strategies

12 Diversity in relations-oriented characteristics
Jackson, Brett, Sessa, Cooper, Julin and Peyronnin, 1991: Turnover rates are highter in teams that are heterogeneous with respect to age. Age diversity can have its greatest effects when the differences between the ages reflect differences in values, attitudes and perspectives. For example, both risk-taking propensity and problem-solving processes are related to age; if age heterogeneity is present within the team, conflict may arise over the degree of risk that should be taken for a particular problem. Ethnic diversity: effects diminish as group members gain experience with each other (Watson, Kumar and Michaelsen, 1993). Mixed results for gender diversity Focus upon gender and ethnicity effects on communication within the team.

13 Communication Communication requires common understandings, meanings and language conventions. People from different backgrounds will have different linguistic traditions and norms. Women’s contributions to team discussions may be ignored, dismissed or seen as offensive due to a violation of sex-role stereotypes (Unsworth, 1994). The contribution of team members of ethnic minorities may be downgraded because of their accents (Gallois and Callan, 1981; Callan, Gallois and Forbes, 1983; Giles and Street, 1985).

14 Input 3: organizational context
Hackman (1990), Beard and Salas (1992): contextual factors that may impact upon the team’s effectiveness. How people are rewarded in the team and organization The technical assistance available to support the team in its work Whether the organizational climate is supportive both of people and teamworking The extent of competition and political intrigue within the organization The level of environmental uncertainty (in relation to the task, customers, suppliers, market share etc.)

15 Organizational climate
Set of perceptions that reflect how the employee views and appraises the work environment and organizational attributes. Markiewicz and West, 1997: Where the climate is characterized by high control, low autonomy for employees, lack of concern for employee welfare and limited commitment to training, it is unlikely teamworking will thrive. Mohrman et al., 1995: The extra commitment and effort demanded in team-based organizations requires organizational commitment to the skill development, well-being and support of employees. Competition and intrigue will undermine team-based working, because teamwork depends on shared objectives, participative safety, constructive controversy and support. Inter-team competition: greater commitment to the team’s success than to the organization’s succes. Work in uncertain environments

16 Input 4: cultural context
Hofstede, 1980: four dimensions Individualism – collectivism (degree to which people define themselves as individuals or as group members); Power distance; Uncertainty avoidance; Masculinity – feminity (whether achievement or interpersonal relationships are valued in the workplace).

17 Examples UK: relatively low power distant, low uncertainty avoidant, highly individualistic, masculine. Spain: high power distance, high uncertainty avoidance, more collective and feminine. Netherlands: more masculine, low power distance, high uncertainty avoidance, high individualism And Moldova?

18 Impact The very definition of ‘team’ may change across cultures
Effective leadership (situational-based versus trait theories) Social loafing effect identified in Western societies is apparently non-existent and sometimes reversed in China and Israel (Earley, 1987, 1993). Group participation Attitudes towards time: latecomers to a team meeting were perceived negatively in the USA, but positively in Brazil (Smith and Noakes, 1996)

19 3. Processes Leadership Communication Decision-making Cohesiveness
Team climate

20 Process 1: leadership Transactional and transformational leaders (Bass, 1990) Transactional leaders focus on transactions, exchanges and contingent rewards and punishment Transformational leadership involves influencing team members through charisma and visioning.

21 Autonomous work groups
Or self-managed teams No formal leader Leaders are rather emergent than selected Effective in nursing (Weisman, Gordon and Cassard, 1993), mineral processing plants (Cordery et al., 1991) and other manufacturing and service industries (Macy and Izumi, 1993; Cordery, 1996; Guzzo, 1996)

22 Five reasons for improved team performance using self-managed teams (Cordery, 1996)
Autonomous work teams make decisions more rapidly in response to changing and uncertain environments. Decisions which are made in trusting and open climates, such as those found in autonomous work teams, are more likely to be creative and innovative. Opportunities for new learning due to greater responsibility and more skill-use. Increased self-efficacy. Job characteristics are linked to job satisfaction, intrinsic motivation, lower absenteeism and better work performance.

23 Process 2: communication
Need for a facilitator in group situations Impact of information technology on team communication (voice messaging, teleconferencing)

24 Process 3: decision-making
Team decision-making includes four elements: Describing the problem Identifying possible solutions Evaluating and choosing the best solution Implementing the solution

25 Problem definition Must begin with problem recognition.
Problems may be regarded as threats and identification of problems by team members in discouraged. “problem”-mindedness. Defining problems through breakdown and analysis of its component. Problems which are defined from a number of different perspectives are likely to produce a wider variety of solutions.

26 Producing a variety of solutions
Brainstorming, four basic principles: Criticism of others’ suggestions is prohibited; Free thinking and wild, obscure solutions are welcomed; Quantity not quality of solutions is the primary aim; Combination of modification of the ideas will be required. Physical and psychological barriers may impede the process. Modified version: team members individually record their solutions before sharing them all with the other team members.

27 Evaluation of solutions
Must be based upon task-related criteria. Danger of ‘groupthink’, driven by consensus thinking (example: ‘Bay of Pigs’ invasion in 1961)

28 Implementation Implementing the chose decision and succesfully maintaining it depends upon participation levels within the team. Ownership of decisions

29 Process 4: cohesiveness
Degree of attraction and liking among team members Liking for the team as whole Increases team effectiveness by increasing team members’ helping behaviours, as well as increasing motivation. Ouchi, 1980: highly cohesive teams had lower communication and coordination costs and could thus apply greater attention to problems under time pressure. Mullen and Copper, 1994: It is effective performance which increases team cohesion, more than cohesion affecting performance. Shaw and Shaw, 1962: highly cohesive groups devoted more time to planning and problem-solving. Shaw, 1981: socially integrated groups experience higher morale and satisfaction.

30 Process 5: team climate Atmosphere within the team
Shared perceptions of both formal and informal policies, procedures and practices Related to level of role conflict, ambiguity, job tension and overall job satisfaction.

31 Climate for innovation (Peiró et. al., 1992)
Vision: a clear, shared, negotiated, attainable and evolving ideal of a valued outcome which gives the team focus and direction. Participative safety: reduces resistance to change, encourages commitment and empowerment and allows all team members’ opinions to be heard in a safe environment. Support for innovation: helps to reduce threat, which is often present when forwarding new and original ideas to the team. Task orientation: commitment to excellence and high-quality innovation.

32 4. Developing teams Markiewicz and West (1997): three main functions in which team leaders must be trained and competent Managing the team: setting clear objectives, clarifying the roles of team members, developing individual tasks, evaluating individual contributions, providing feedback on team performance and reviewing team processes, strategies and objective

33 Coaching individuals: listening, recognizing and revealing feelings, giving feedback and agreeing goals Leading the team: creating favourable performance conditions for the team, building and maintaining the team as a performing unit and coaching and supporting the team

34 Discussion Points: Describe a team you have once been in. Discuss the advantages and disadvantages in being in that team. “Diversity is a double-edged sword”. Explain the statement. What is groupthink? Is the concept applicable to the family as well as the organization? What are the advantages and disadvantages of the computer-mediated communication technology: voice mail and teleconferencing? Discuss the five areas of team development and explain how each can improve team effectiveness.

35 Literature Campion, M.A., Medsker, G.J. and Higgs, A.C. (1993). Relations between work group characteristics and effectiveness: implications for designing effective work groups. Personnel Psychology, 46, Macy, B.A. and Izumi, H. (1993). Organizational change, design and work innovation: a meta-analysis of 131 North American field studies – 1961 – In Research in Organizational Change and Design, Volume 7. Greenwich, CT: JAI Press.


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