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.

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.

Sydney Finkelstein: what makes a “superboss” super?

2016 ◽  
Vol 44 (6) ◽  
pp. 9-15
Author(s):  
Brian Leavy
Keyword(s):  
Human Capital ◽  
Design Methodology ◽  
Harvard Business Review ◽  
Content Type ◽  
Team Members ◽  
Know How ◽  
Talent Pool ◽  
Or Team ◽  
Practical Implications ◽  
Better Than

Purpose Strategy and leadership guru, Sydney Finkelstein believes that “regenerating the talent pool is the single most important thing that any leader can do” to help his or her organization to “survive and prosper.” His new book, Superbosses: How Exceptional Leaders Master the Flow of Talent (Harvard Business Review Press, 2016), studies “those few individuals” in any given industry who “grow human capital better than anyone else.” Design/methodology/approach Strategy & Leadership contributing editor Brian Leavy asks Prof. Finkelstein what can managers learn from these exceptional talent developers that might be more widely emulated? Findings According to Prof. Finkelstein, “The superboss playbook is not about being nice or empathic. It’s about giving proteges the motivation, guidance, wisdom, creative licence, and other elements they need to learn and grow” Practical implications Prof. Finkelstein notes, “While many businesses today focus on getting closer to the customer, superbosses are very much focused on getting closer to their employees or team members.” Originality/value Prof. Finkelstein asserts, “Superbosses have cracked the code on how to make organizations work better by designing a playbook that helps people accomplish more than they ever thought possible in their careers, or their lives. By studying the superbosses and what they do, we now know how genuinely unusual talent comes to populate an organization.?

The Effects of Team Member Distribution and Accountability on a Brainstorming Task

1995 ◽  
Vol 39 (13) ◽  
pp. 882-886
Author(s):  
Steven J. Kass ◽  
Carolyn M. Inzana ◽  
Ruth P. Willis
Keyword(s):  
Undergraduate Students ◽  
Significant Interaction ◽  
Team Member ◽  
Social Loafing ◽  
Team Members ◽  
Evaluation Apprehension ◽  
Face To Face ◽  
Main Effect ◽  
Psychology Courses ◽  
Performance Teams

The current study investigates the effects of physical distribution of team members and accountability of individual outputs on brainstorming performance. Teams were asked to generate as many uses for a knife as they could in a 12 min period. Participants included 103 undergraduate students enrolled in psychology courses. A 2 (distributed vs. face-to-face) x 2 (accountable vs. non-accountable) analysis of variance revealed a significant main effect of accountability and a significant interaction. Individuals in face-to-face accountable teams generated the fewest ideas. These results are interpreted in terms of “evaluation apprehension” and “social loafing.”

Oddfellows employees hit the right notes

2012 ◽  
Vol 20 (7) ◽  
pp. 26-28
Keyword(s):  
Creative Thinking ◽  
Team Building ◽  
Strong Relationship ◽  
Content Type ◽  
Team Members ◽  
Staff Members ◽  
The Right ◽  
Or Team ◽  
Practical Implications ◽  
Individual Role

PurposeThe aim of the article is to describe how Keynote Teambuilding provided 15 members of staff from the Manchester headquarters of the Oddfellows friendly society with a team‐building experience that covered song creation, playing technique and live performing – all within the space of a couple of hours.Design/methodology/approachThe background to the program, the form it took and the results it achieved are explained in the article.FindingsIt is revealed that the staff members who took part were energized by the experience, which brought a more positive feel to the workplace.Practical implicationsThe article lists the advantages of using music as part of team‐building as: music stimulates creative thinking, which ultimately encourages a more efficient approach to decision making; music has no discrimination, everyone can relate to it; there is a strong relationship between a band and a team, since if one element is out of synchronization the whole band or team can fail; music involves key interaction skills such as listening and communicating, essential for the co‐operation of teams; and learning music allows individuals to gain a sense of achievement and enhance their self‐esteem, unlike traditional fall‐and‐catch‐me games.Social implicationsThe article argues that team members must not only recognize the importance of their individual role, but more critically they must understand how their role contributes to the overall success of both their team and the organization as a whole.Originality/valueThe article recognizes the wide variety of team‐building events on offer and highlights the importance of selecting the most appropriate one for each organization.

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.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

From whom do we learn group norms? Low-ranking group members are perceived as the best sources

2020 ◽  
Author(s):  
Jennifer E Dannals ◽  
Emily Reit ◽  
Dale T. Miller
Keyword(s):  
Social Norms ◽  
Correlation Study ◽  
Team Members ◽  
Norm Perception ◽  
Lower Ranking ◽  
Group Members ◽  
Groups And Teams ◽  
Or Team ◽  
And Behavior ◽  
To Receive

Social norm perception is ubiquitous in small groups and teams, but how individuals approach this process is not well understood. When individuals wish to perceive descriptive social norms in a group or team, whose ad- vice and behavior do they prefer to rely on? Four lab studies and one Teld survey demonstrate that when in- dividuals seek information about a team’s social norms they prefer to receive advice from lower-ranking indi- viduals (Studies 1–4) and give greater weight to the observed behavior of lower-ranking individuals (Study 5). Results from correlation (Study 3) and moderation (Study 4) approaches suggest this preference stems from the assumption that lower-ranking team members are more attentive to and aware of the descriptive social norms of their team. Alternative mechanisms (e.g., perceived similarity to lower-ranking team members, greater honesty of lower-ranking team members) were also examined, but no support for these was found.

Exploring Chinese Students’ Push and Pull Motivations in Influencing Life Satisfaction and General Well-being in Thailand

2019 ◽  
Vol 7 (3) ◽  
pp. 178-184
Author(s):  
Cheng-Yi Kuo ◽  
Jehn-Yih Wong
Keyword(s):  
Life Satisfaction ◽  
Personal Growth ◽  
Chinese Students ◽  
Well Being ◽  
Chinese Student ◽  
Jel Classification ◽  
Mental Wellness ◽  
Push And Pull ◽  
Push Factor ◽  
Practical Implications

Objective - General well-being (GWB) is important for students’ mental wellness. This paper explores the motivations of Chinese students who study in Thailand and applies the push and pull model to explain how motivations influence life satisfaction (LS) and GWB. Methodology/Technique – 398 convenience samples from Dhurakij Pundit University were analysed. Finding - The results show that ‘personal growth’ is the most important push factor for motivation, whereas ‘the convenience to go to other cities’ is the most important pull factor for motivation. Moreover, overseas study motivations positively influence LS and GWB. Novelty - The theoretical and practical implications and study limitations are also discussed herein. Type of Paper: Empirical. Keywords: Push and Pull Theory; Life Satisfaction; General Well-being; Chinese Student; Thailand. Reference to this paper should be made as follows: Yi, C; Kuo; Yih, J; Wong. 2019. Exploring Chinese Students’ Push and Pull Motivations in Influencing Life Satisfaction and General Well-being in Thailand, Global J. Bus. Soc. Sci. Review 7 (3): 178 – 184. https://doi.org/10.35609/gjbssr.2019.7.3(2) JEL Classification: M10, M14, M19.

Corporate acceleration process: a systems psychodynamics perspective

2020 ◽  
Vol 33 (6) ◽  
pp. 1163-1180
Author(s):  
Piotr Wójcik ◽  
Krzysztof Obłój ◽  
Aleksandra Wąsowska ◽  
Szymon Wierciński
Keyword(s):  
Open Innovation ◽  
Negative Emotions ◽  
Acceleration Process ◽  
Content Type ◽  
Team Members ◽  
Third Phase ◽  
Multiple Case ◽  
Social Defenses ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the emotional dynamics of the corporate acceleration process, using the systems psychodynamics perspective.Design/methodology/approachThe study applies inductive multiple case study of embedded 10 cases of corporate acceleration, covering both incumbent and startup perspectives, occurring in the context of a corporate accelerator.FindingsWe find that (1) the process of corporate acceleration involves three phases, each of them is dominated by a different emotional state (hope, anxiety and acceptance), triggering different behavioral responses; (2) as a means to deal with negative emotions, entrepreneurs and corporate acceleration program's team members develop different mechanisms of dealing with contradictories in subsequent acceleration phases (defense and copying mechanisms), which are reflected in their behaviors. Coping mechanisms with goal reformulation (i.e. refocus from the officially declared “open innovation” goals toward mainly symbolic ones) is an effective strategy to manage negative emotions in third phase of the acceleration.Research limitations/implicationsOur sample is limited to two relatively similar accelerators established by telecom companies, and therefore, our theoretical and practical conclusions cannot be generalized.Practical implicationsWe supplement the studies of corporate accelerators that imply how to design them better and improve decision-making rules with recommendation that in order to improve their effectiveness in terms of learning and innovations, their managers need not only to learn how to manage structural and procedural differences but also how to overcome social defenses triggered by corporate–startups cooperation.Originality/valueBy documenting a multidimensional impact of acceleration process, and especially shedding light on psychodynamic aspects behind such liaisons, this paper contributes to richer understanding of corporate–startup relationships, typically examined through a rationalistic lens of strategy literature. The study contributes to interorganizational research and open innovation literature, by showing that corporate acceleration process is marked by phases based on the type of emotions intertwined with the nature and dynamism of its life cycle. It indicates how these emotions are managed depending on their type.

scholarly journals Current practice and perceptions of safety protocols for the use of intraperitoneal chemotherapy in the operating room: results of the IP-OR international survey

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Daniel Clerc ◽  
Martin Hübner ◽  
K.R. Ashwin ◽  
S.P. Somashekhar ◽  
Beate Rau ◽  
...  
Keyword(s):  
Operating Room ◽  
Intraperitoneal Chemotherapy ◽  
Current Practice ◽  
High Volume ◽  
International Survey ◽  
Protection Measures ◽  
Team Members ◽  
Cleaning Staff ◽  
The Individual ◽  
Or Team

Abstract Objectives To assess the risk perception and the uptake of measures preventing environment-related risks in the operating room (OR) during hyperthermic intraperitoneal chemotherapy (HIPEC) and pressurized intraperitoneal aerosol chemotherapy (PIPAC). Methods A multicentric, international survey among OR teams in high-volume HIPEC and PIPAC centers: Surgeons (Surg), Scrub nurses (ScrubN), Anesthesiologists (Anest), Anesthesiology nurses (AnesthN), and OR Cleaning staff (CleanS). Scores extended from 0–10 (maximum). Results Ten centers in six countries participated in the study (response rate 100%). Two hundred and eleven responses from 68 Surg (32%), 49 ScrubN (23%), 45 Anest (21%), 31 AnesthN (15%), and 18 CleanS (9%) were gathered. Individual uptake of protection measures was 51.4%, similar among professions and between HIPEC and PIPAC. Perceived levels of protection were 7.57 vs. 7.17 for PIPAC and HIPEC, respectively (p<0.05), with Anesth scoring the lowest (6.81). Perceived contamination risk was 4.19 for HIPEC vs. 3.5 for PIPAC (p<0.01). Information level was lower for CleanS and Anesth for HIPEC and PIPAC procedures compared to all other responders (6.48 vs. 4.86, and 6.48 vs. 5.67, p<0.01). Willingness to obtain more information was 86%, the highest among CleanS (94%). Conclusions Experience with the current practice of safety protocols was similar during HIPEC and PIPAC. The individual uptake of protection measures was rather low. The safety perception was better for PIPAC, but the perceived level of protection remained relatively low. The willingness to obtain more information was high. Intensified, standardized training of all OR team members involved in HIPEC and PIPAC is meaningful.

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