Cognitive Dissonance Paradigm: A Technique to Improve the Effectiveness of the Team Approach

1976 ◽  
Vol 38 (3_suppl) ◽  
pp. 1295-1299 ◽  
Author(s):  
Gerald J. Spadafore
Keyword(s):  
Problem Solving ◽  
Cognitive Dissonance ◽  
Delivery System ◽  
Critical Review ◽  
Team Member ◽  
Treatment Decisions ◽  
Team Approach ◽  
Subsequent Reduction ◽  
Exceptional Children ◽  
Team Members

To reduce professional discord among admission and discharge committee members charged with placement and treatment decisions involving exceptional children, a cognitive dissonance paradigm is proposed. The paradigm allows each team member to present assumptions and his interpretations of causes of the problem without critical review by fellow team members. This problem-solving, goal-oriented procedure is advocated to facilitate communication among team members by diminishing the need for each team member to compete for professional supremacy. The subsequent reduction of cognitive dissonance will enhance the admission and discharge committee's ability to determine the essential features of a proposed solution as well as to establish a meaningful delivery system.

scholarly journals Levels of Cognitive Congruence between Managers and Team Members’ Perceptions of Cooperation at Work

2019 ◽  
Vol 11 (21) ◽  
pp. 6111
Author(s):  
Alexandre García-Mas ◽  
Antonio Núñez Prats ◽  
Aurelio Olmedilla ◽  
Roberto Ruiz-Barquín ◽  
Enrique Cantón
Keyword(s):  
Cognitive Dissonance ◽  
Personal Growth ◽  
Team Member ◽  
Theoretical Framework ◽  
Team Members ◽  
Cognitive Congruence ◽  
Performance Teams ◽  
Or Team ◽  
Good Congruence ◽  
Practical Implications

Much of the research on the psychological dynamics of performance teams suffers from the following limitations: consideration of only one theoretical framework and analysis of just one perspective (e.g., manager–coach or team member). To address these shortcomings, this study used a Global Cooperation concept that synthesized five psychological frameworks: coordination, cohesion, cooperation, integration, and identification. The objective of this study was to examine the level of congruence–symmetry between the two perspectives and the tendency for managers–coaches and team members to reduce cognitive dissonance in the perception of global cooperation. To this end, 108 managers–coaches and members of performance teams were studied (range: 23−60 years old) using a Cooperative Workteam Questionnaire (CWQ). Results revealed that the greatest amount of asymmetry was observed in Global Cooperation and Emotional Cooperation, while less asymmetry was found in Personal Growth, and good congruence–fit in Conditioned Cooperation. Results are discussed in terms of their theoretical meaning and practical implications for interventions on performance teams.

Studies in Interactive Communication: III. Effects of Similar and Dissimilar Communication Channels and Two Interchange Options on Team Problem Solving

1974 ◽  
Vol 38 (2) ◽  
pp. 343-374 ◽  
Author(s):  
Alphonse Chapanis ◽  
Charles M. Overbey
Keyword(s):  
College Students ◽  
Problem Solving ◽  
Team Member ◽  
Communication Channels ◽  
Practice Effects ◽  
Interactive Communication ◽  
Team Members ◽  
Message Length ◽  
Time Required ◽  
Real World Problems

16 teams of 2 college students each solved four credible “real world” problems for which computer systems have been or could be useful. Each of the 4 problems was solved on four successive days. A team member sent messages either by voice or by typewriter, and every team was tested with all 4 combinations of the 2 message channels assigned to individual team members. Half the teams could interrupt their partners at any time; half could not. Dependent measures were time to solution, number of messages exchanged, total number of words used per team, message length, messages communicated per minute of channel time, and words communicated per minute of channel time. The results show that communication by voice is much more rapid and wordy than is communication by typewriter. Giving Ss the freedom to interrupt had no effect on the time required to solve problems, on the number of words used in the solution of problems, or on the rate at which words were communicated. When Ss had the freedom to interrupt, they “packaged” their words differently: they exchanged more messages, messages were shorter, and messages were exchanged with greater frequency per unit time. Practice effects were almost entirely absent. A number of significant differences were attributable to the problems and the jobs assigned to the two communicators.

Attitudes of Interdisciplinary Team Members Toward Speech-Language Services in Public Schools

1986 ◽  
Vol 17 (3) ◽  
pp. 230-240 ◽  
Author(s):  
Lou Tomes ◽  
Dixie D. Sanger
Keyword(s):  
Public Schools ◽  
School Psychologists ◽  
Elementary School Principals ◽  
Team Member ◽  
Interdisciplinary Team ◽  
Survey Study ◽  
Language Programs ◽  
Team Members ◽  
Positive Attitudes ◽  
State Area

A survey study examined the attitudes of interdisciplinary team members toward public school speech-language programs. Perceptions of clinicians' communication skills and of the clarity of team member roles were also explored. Relationships between educators' attitudes toward our services and various variables relating to professional interactions were investigated. A 64-item questionnaire was completed by 346 randomly selected respondents from a two-state area. Classroom teachers of grades kindergarten through 3, teachers of grades 4 through 6, elementary school principals, school psychologists, and learning disabilities teachers comprised five professional categories which were sampled randomly. Analysis of the results revealed that educators generally had positive attitudes toward our services; however, there was some confusion regarding team member roles and clinicians' ability to provide management suggestions. Implications for school clinicians were discussed.

Sharing of Knowledge and Problem Solving When Teammates Have Diverse Hearing Status

2021 ◽  
pp. 104649642110102
Author(s):  
Michael Stinson ◽  
Lisa B. Elliot ◽  
Carol Marchetti ◽  
Daniel J. Devor ◽  
Joan R. Rentsch
Keyword(s):  
Problem Solving ◽  
Hard Of Hearing ◽  
The Other ◽  
Postsecondary Students ◽  
Problem Solution ◽  
Group Problem ◽  
Team Members ◽  
Group Problem Solving ◽  
Complete Problem ◽  
Hearing Status

This study examined knowledge sharing and problem solving in teams that included teammates who were deaf or hard of hearing (DHH). Eighteen teams of four students were comprised of either all deaf or hard of hearing (DHH), all hearing, or two DHH and two hearing postsecondary students who participated in group problem-solving. Successful problem solution, recall, and recognition of knowledge shared by team members were assessed. Hearing teams shared the most team knowledge and achieved the most complete problem solutions, followed by the mixed DHH/hearing teams. DHH teams did not perform as well as the other two types of teams.

Removing Barriers to Partnerships

1988 ◽  
Vol 1 (2) ◽  
pp. 25-29
Author(s):  
Sandra Gill
Keyword(s):  
Delivery System ◽  
Change Process ◽  
Medical Staff ◽  
Professional Autonomy ◽  
Team Approach ◽  
High Quality ◽  
Quality Healthcare ◽  
Complicated Process

One of the six corollaries to high quality healthcare identified in a 1987 study indicated that a team approach is required, although it challenges the notion of the professional autonomy of the medical staff. There are both individual and delivery system barriers to formation of partnerships and resistance to the change process. Combined with different views between physicians and executives, partnership building is a complicated process, and a number of recommendations are suggested to promote better relationships.

scholarly journals Personalities into Teams

2010 ◽  
Vol 132 (02) ◽  
pp. 22-25 ◽  
Author(s):  
Doug Wilde
Keyword(s):  
Basic Principle ◽  
Team Member ◽  
Successful Outcome ◽  
Team Members ◽  
Long Run ◽  
Commercial World ◽  
Technology Advances

This article discusses the significance of psychologically diverse individuals in the success of a team. As technology advances, products are increasingly being designed in the commercial world by teams of skilled collaborators. Each team member is chosen to bring a specific range of skills and experience to bear on the mission, and each contributor is essential to a successful outcome. Some studies suggest that performance improves when a team pays attention to its individual personalities. The basic principle learned, which may apply in corporations as well as universities, is that in the long run teams do better when they are composed of people with the widest possible range of personalities, even though it takes longer for such psychologically diverse teams to achieve smooth communications and good cooperation. Before diverse team members can be integrated into a cooperative unit, they must not only cultivate an openness to opposing opinions, but also recognize the value of exploring a problem from various angles. Sharing personality information about each other facilitates this essential awareness.

Coworkers’ Relationship Quality and Interpersonal Emotions in Team-Member Dyads in China: the Moderating Role of Cooperative Team Goals

2016 ◽  
Vol 12 (4) ◽  
pp. 687-716 ◽  
Author(s):  
Catherine K. Lam ◽  
Xu Huang ◽  
Frank Walter ◽  
Simon C. H. Chan
Keyword(s):  
Relationship Quality ◽  
Work Performance ◽  
Team Member ◽  
Performance Outcomes ◽  
Dyadic Relationships ◽  
Team Members ◽  
Individual Level ◽  
Interpersonal Emotions ◽  
Cooperative Team ◽  
The Individual

ABSTRACTThis study investigates the origins of discrete interpersonal emotions in team-member dyads using two independent samples from an education institute and a telecommunication services company in China. Results across both studies showed that the quality of team members’ dyadic relationships positively relates to interpersonal admiration, sympathy, and envy, and negatively relates to interpersonal contempt. Furthermore, teams’ cooperative goals moderate these dyad-level linkages. The association of relationship quality with interpersonal emotions is particularly pronounced in teams with less cooperative goals but buffered in teams with more cooperative goals. Finally, on the individual level of analysis, envy and contempt are inversely associated with team members’ work performance, objectively measured. These findings provide new insights about key antecedents and crucial moderators in the development of interpersonal emotions in Chinese work teams and reiterate the relevance of these emotions for tangible performance outcomes.

A Toolkit to Assist Researchers to More Efficiently Conduct Experiments Assessing Human State

2017 ◽  
Vol 61 (1) ◽  
pp. 2032-2036 ◽  
Author(s):  
Bethany K. Bracken ◽  
Noa Palmon ◽  
David Koelle ◽  
Mike Farry
Keyword(s):  
Real Time ◽  
Team Performance ◽  
Team Member ◽  
Sensor Data ◽  
Team Members ◽  
Augmentation Strategies ◽  
Experimental Protocols ◽  
Multiple Sensor ◽  
Support Research

For teams to perform effectively, individuals must focus on their own tasks, while simultaneously maintaining awareness of other team members. Researchers studying and attempting to optimize performance of teams as well as individual team members use assessments of behavioral, neurophysiological, and physiological signals that correlate with individual and team performance. However, synchronizing data from multiple sensor devices can be difficult, and building and using models to assess human states of interest can be time-consuming and non-intuitive. To assist researchers, we built an Adaptable Toolkit for the Assessment and Augmentation of Performance by Teams in Real Time (ADAPTER), which provides a framework that flexibly integrates sensors and fuses sensor data to assess performance. ADAPTER flexibly integrates current and emerging sensors; assists researchers in creating and implementing models that support research on performance and the development of augmentation strategies; and enables comprehensive and holistic characterization of team member performance during real-time experimental protocols.

scholarly journals Back loading estimation during team handling: Is the use of only motion data sufficient?

PLoS ONE ◽  
2020 ◽  
Vol 15 (12) ◽  
pp. e0244405
Author(s):  
Antoine Muller ◽  
Philippe Corbeil
Keyword(s):  
Team Member ◽  
Force Measurement ◽  
Accurate Estimate ◽  
Measurement Unit ◽  
Prediction Methods ◽  
Compression Force ◽  
Joint Moments ◽  
Team Members ◽  
Motion Data ◽  
Manual Handling

Analyzing back loading during team manual handling tasks requires the measurement of external contacts and is thus limited to standardized tasks. This paper evaluates the possibility of estimating L5/S1 joint moments based solely on motion data. Ten subjects constituted five two-person teams and handling tasks were analyzed with four different box configurations. Three prediction methods for estimating L5/S1 joint moments were evaluated by comparing them to a gold standard using force platforms: one used only motion data, another used motion data and the traction/compression force applied to the box and one used motion data and the ground reaction forces of one team member. The three prediction methods were based on a contact model with an optimization-based method. Using only motion data did not allow an accurate estimate due to the traction/compression force applied by each team member, which affected L5/S1 joint moments. Back loading can be estimated using motion data and the measurement of the traction/compression force with relatively small errors, comparable to the uncertainty levels reported in other studies. The traction/compression force can be obtained directly with a force measurement unit built into the object to be moved or indirectly by using force platforms on which one of the two handlers stands during the handling task. The use of the proposed prediction methods allows team manual handling tasks to be analyzed in various realistic contexts, with team members who have different anthropometric measurements and with different box characteristics.

scholarly journals Elaborating on Team-Member Disagreement: Examining Patterned Dispersion in Team-Level Constructs

2018 ◽  
Vol 44 (1) ◽  
pp. 165-210 ◽  
Author(s):  
Andrew C. Loignon ◽  
David J. Woehr ◽  
Misty L. Loughry ◽  
Matthew W. Ohland
Keyword(s):  
Team Member ◽  
Theoretical Frameworks ◽  
Individual Group ◽  
Team Members ◽  
Team Outcomes ◽  
Emergent States ◽  
Multilevel Theory ◽  
Group Members ◽  
The Mean ◽  
Mean Differences

Emergent states are team-level attributes that reflect team members’ collective attitudes, values, cognitions, and motivations and influence team effectiveness. When measuring emergent states (e.g., cohesion, conflict, satisfaction), researchers frequently collect ratings from individual group members and aggregate them to the team level. After aggregating to the team level, researchers typically focus on mean differences across teams and ignore variability within teams. Rather than focusing on the mean level of emergent states, this study draws on recent advances in multilevel theory and describes an approach for examining the specific patterns of dispersion (i.e., disagreement) across five emergent states. Our findings suggest that teams reliably demonstrate different patterns of rating dispersion that are consistent with existing theoretical frameworks and typologies of dispersion, yet have not previously been empirically demonstrated. We also present evidence that the different patterns of dispersion in emergent states are significantly related to key team outcomes, even after controlling for the mean levels of those emergent states. These findings underscore the importance of exploring additional forms of team-level constructs and highlight ways of extending our understanding of group-level phenomena.

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