Group Tasks, Group Interaction Process, and Group Performance Effectiveness: A Review and Proposed Integration

Hackman, J. Richard; Morris, Charles G.

doi:10.1016/s0065-2601(08)60248-8

Cited by 986 publications

(869 citation statements)

References 53 publications

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“…All these models involve a three-stage process: (1) leaders take various actions (inputs); (2) these actions affect workers' experiences (process); and (3) important outcomes result from workers' positive processes (outputs). Hackman and Morris (1975) noted that a team's task design is one of the most potent determinants of what constitutes an effective process for promoting performance. Our model of team conflict management deviates from these models in that it also considers the moderating effect of team identity.…”

Section: Moderating Effect Of Team Identitymentioning

confidence: 99%

Team conflict management and team effectiveness: the effects of task interdependence and team identification

2008

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SummaryThe present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance.

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Section: Moderating Effect Of Team Identitymentioning

confidence: 99%

Team conflict management and team effectiveness: the effects of task interdependence and team identification

2008

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“…Subjective workload was measured by means of the well-established NASA task load index (TLX) [34]. Team satisfaction was measured by five items of the team effectiveness scale [35].…”

Section: Instrumentsmentioning

confidence: 99%

Computer-Supported Work in Partially Distributed and Co-located Teams: The Influence of Mood Feedback

Sonderegger

Lalanne

Bergholz

et al. 2013

Human-Computer Interaction – INTERACT 2013

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Abstract. This article examines the influence of mood feedback on different outcomes of teamwork in two different collaborative work environments. Employing a 2 x 2 between-subjects design, mood feedback (present vs. not present) and communication mode (face-to-face vs. video conferencing) were manipulated experimentally. We used a newly developed collaborative communication environment, called EmotiBoard, which is a large vertical interactive screen, with which team members can interact in a face-to-face discussion or as a spatially distributed team. To support teamwork, this tool provides visual feedback of each team member's emotional state. Thirty-five teams comprising 3 persons each (with a confederate in each team) completed three different tasks, measuring mood, performance, subjective workload, and team satisfaction. Results indicated that the evaluation of the other team members' emotional state was more accurate when the mood feedback was presented. In addition, mood feedback influenced team performance positively in the video conference condition and negatively in the face-to-face condition. Furthermore, participants in the video conference condition were more satisfied after task completion than participants in the face-to-face condition. Findings indicate that the mood feedback tool is helpful for teams to gain a more accurate understanding of team members' emotional states in different work situations.

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“…I ICJWvL'V. rm1ios rucacie' cmncmindWitli lrimilrnyWaa havc Conicludcd that t a hy"tcima ;111111(?IL 1 l)(-St j V-4 captures the dynamic nature of teams, and, further, that a simple input-process-output paradigm is most useful for understanding the relationships between environment, team, and performance (Dyer, 1985;Hackman and Morris, 1975;Meister, 1976;Nieva et al, 1978;Knerr et al, 1980;Shiflett, 1979).…”

Section: Premisesamentioning

confidence: 99%

Battle staff integration.

Olmstead¹

1992

PsycEXTRA Dataset

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4 16 017 IDA Log No. HO 91 -37013DEFINITIONS IDA publishes the following documents to reporl thL ,-ults of its work. ReportsReports are the most ?uthoritative and most carefully considered products IDA publishes. They normally embody results of major projects which (a) have a direct bearing on decisions affecting major programs, (b) address issues of significant concern to the Executive Branch. the Congress and/or the public, or (c) address issues that have significant economic implications. IDA Reports are reviewed by outside panels of experts to ensure their ht!h quality and relevance to the problems studied, and they are released by the President of IDA. Group ReportsGroup Reports recora the findings and results of IDA established working groups and panels composed of senior individuals addressing major issues which otherwise would be the subject of an IDA Report. IDA Group Reports are reviewed by the senior individuals responsible for the project and Wtlenr as selected by IDA to ensure their high quality and relevance [o the problems studied, and are released by the President of IDA. PapersPapers, also authoritative and carefully considered products of IDA, address studies that are narrower in scope than those covered in Reports. MA Papers are reviewed to ensure that they meet the high ý'andards expected of refereed papers ,n professional journeas or formai Agency reports. Approved for public release; distribulion urdimited. ABSTRACT (Maximum 200 words)This paper sets forth a research-based conceptual framework for understanding and addressing battle staff functioning and its relation to the effectiveness of combat organizations. It also develops a concept for maintaining battle staff structure and function under the heavy stress of combat. Together, the melding of structure and function and the notion of functional competence constitute the area of Battle Staff Integration. This paper offers practitioners (military leaders, trainers, and performance analysts) guidance for developing and directing effective battle staffs. The dynamic structure and functioning of military organizations are discussed and the roles of battle staffs are analyzed. An historical and analytical review of organizational theories and concepts is included, and the concept of team work and the characterislics of effective teams are discussed. A conceptual framework is presented for teamwork in problem-solving and decision-making activities within hierarchical organizations. SUBJECT TERMS PREFACEThis paper had its origin in 1963 in a program of research concerned with highlevel leadership conducted for the U.S. Army Command and General Staff College and of which I was project director. During the course of the research, it became apparent that little was known systematically about the dynamics of large military organizations--about what goes on within a combat unit in terms of the dynamic determinants of its effectiveness on the battlefield. The result was a series of intermittent projects over the last 20 years, conducted whenever i...

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Group Tasks, Group Interaction Process, and Group Performance Effectiveness: A Review and Proposed Integration

Cited by 986 publications

References 53 publications

Team conflict management and team effectiveness: the effects of task interdependence and team identification

Team conflict management and team effectiveness: the effects of task interdependence and team identification

Computer-Supported Work in Partially Distributed and Co-located Teams: The Influence of Mood Feedback

Battle staff integration.

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