The Impact of Interpersonal Perceptions on Team Processes

Abstract

This study utilized the social relations model (SRM) to examine the influence of interpersonal perceptions on team processes and outcomes. We hypothesized that the three components of the SRM (assimilation, consensus, and unique relations) would yield differential relationships with group process outcomes. We proposed that unique relations in members' perceptions of group members, perceptual relationships specific to particular dyads within a focal group, would be a source of negativity within teams' outcomes. Participants were undergraduates who worked in small groups for assignments for the duration of one semester; each member rated themselves and their teammates on five individual-level characteristics. Hypotheses about unique relations were supported. This component of the SRM model was positively related to conflict and negatively related to cohesion, showing the greatest relative importance among the three SRM components in predicting team process and outcomes.

Using Social Relations Analysis to Examine the Impact of Role Change on Interpersonal Perceptions in Virtual Teams

“…Teams that experience such disruptions may seek information to resolve the role ambiguity, includingming new perceptions of team members and metaperceptions of what team members think of them in the new situation. Importantly, any conflict that emerges as a function of such disruption may be masked by the complexity of team structure and dynamics (LeDoux, Gorman, and Woehr, 2012 [15]).…”

“…In other words, a strong relationship variance component could suggest affiliation or conflict between specific team members. Recent research has focused on the relationship variance to identify conflict within teams (LeDoux et al, 2012 [15]).…”

Team Cognition Conflict: A Conceptual Review Identifying Cognition Conflict as a New Team Conflict Construct

“…The social relations model (SRM), in which individuals’ behaviors or perceptions within the context of dyadic interactions are examined, was used by LeDoux, Gorman, and Woehr () to study the effects of task and relationship conflict. The SRM is broken down into three independent processes: assimilation, consensus, and unique relations.…”

“…The SRM is broken down into three independent processes: assimilation, consensus, and unique relations. Assimilation looks at how members perceive others; consensus looks at how members are perceived by others; and unique relations looks at perceptual relationships specific to certain dyads within the team (LeDoux et al, ). Findings from LeDoux et al showed that relationship conflict was positively associated with assimilation and unique relations.…”

“…No associations were reported between task conflict and any of the three SRM processes. The association between relationship conflict and assimilation indicated that team members who viewed other members in idiosyncratic ways were more likely to experience affective friction (LeDoux et al, ). In addition, LeDoux et al indicated that unique relationships among team members also resulted in increased conflict.…”