Developmental Trends in Small Groups

Philp, Hugh; Dunphy, Dexter

doi:10.2307/2786020

Cited by 36 publications

(9 citation statements)

References 11 publications

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“…The results were surprising. First, group members did not perceive process as separating into the traditional task and maintenance components (Bales, 1958;Philip and Dunphy, 1959;Schein, 1988), Instead, they saw process as divided into an internal and an external component, behaviors taking place among group members versus those with outsiders. Second, while internal group process predicted solely team-member satisfaction and team-rated performance, external process was associated only with sales revenue, an objective, external measure of performance.…”

Section: Literature Reviewmentioning

confidence: 99%

Bridging the Boundary: External Activity and Performance in Organizational Teams

Ancona¹,

Caldwell²

1992

Administrative Science Quarterly

1,675

1,404

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and tfie anonymous reviewers at Administrative Science Quarteriy for their support and comments. This article focuses on the activities teams use to manage their organizational environment beyond their teams. We used semistructured interviews with 38 new-product team managers in high-technotogy companies, log data from two of these teams, and questionnaires completed by members of a different set of AB new-product teams to generate and test hypotheses about teams' external activities. Results indicate that teams engage in vertical communications aimed at molding the views of top management, horizontal communication aimed at coordinating work and obtaining feedback, and horizontal communication aimed at general scanning of the technical and market environment. Organizational teams appear to develop distinct strategies toward their environment: some specialize in particular external activities, some remain isolated from the extemal environment, and others engage in multiple external activities. The paper shows that the type of external communication teams engage in, not just the amount, determines performance. Over time, teams following a comprehensive strategy enter positive cycles of external activity, internal processes, and performance that enable long-term team success.*

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Section: Literature Reviewmentioning

confidence: 99%

Bridging the Boundary: External Activity and Performance in Organizational Teams

Ancona¹,

Caldwell²

1992

Administrative Science Quarterly

1,675

1,404

View full text Add to dashboard Cite

show abstract

“…Traditional models of team effectiveness point to both as being important components of well-functioning groups. For example, Philip and Dunphy (1959) argued that workgroups have two basic duties. One involves solving the problem the group is committed to, whereas the other focuses on building, strengthening, and regulating group life.…”

Section: Task and Interpersonal Processes In Groupsmentioning

confidence: 99%

Abusive Supervision Climate: A Multiple-Mediation Model of its Impact on Group Outcomes

Priesemuth

Schminke

Ambrose

et al. 2014

AMJ

166

200

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“…The videotaped group discussions were coded by three independent raters who had received previous training in Bales (1950) interaction process analysis (IPA ; Table 1). According to previous practice (Baker, 1981;Leik, 1963;O'Rourke, 1963;Philp & Dunphy, 1959), the original 12 IPA categories were recombined. Within main area A , categories 1 and 3 were combined, within area B categories 4 and 6 , within area C categories 7 and 9. and within area D categories 10 and 11.…”

Section: Sociul Interaction Measuresmentioning

confidence: 99%

Alcohol and previous acquaintance: Mood and social interactions in small groups

Lindfors

Lindman

1987

Scandinavian J Psychology

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The effects of alcohol (0.75 g/kg) on qualitative and quantitative aspects of verbal interaction and self‐reported mood were studied in small groups of either strangers or acquaintances. Four groups consisting of two male and two female subjects were observed during discussion of a film topic. Significantly more verbal activity was observed as a function of alcohol (p<0.01), consistent with self‐reported euphoria, affiliative moods, and reduced social anxiety. Bales IPA data indicated that more negative emotions were expressed (p<0.05) and more assertive communications were delivered as part of the generally increased verbal activity under alcohol conditions. Although alcohol and previous acquaintance tended to alter mood ratings in similar ways, alcohol was clearly the more powerful agent. Alcohol increased both total verbal activity and the output of more self‐disclosing or provoking verbal responses. Although acquaintance alone had neither of these effects, it tended to promote the increase in verbal activity produced by alcohol.

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Developmental Trends in Small Groups

Cited by 36 publications

References 11 publications

Bridging the Boundary: External Activity and Performance in Organizational Teams

Bridging the Boundary: External Activity and Performance in Organizational Teams

Abusive Supervision Climate: A Multiple-Mediation Model of its Impact on Group Outcomes

Alcohol and previous acquaintance: Mood and social interactions in small groups

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