The Interpersonal Process_1

8/8/2019 The Interpersonal Process_1

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TheThe

InterpersonalInterpersonalProcessProcess


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The Interpersonal Process in TeamsThe Interpersonal Process in Teams

Interpersonal processes includeInterpersonal processes include

CommunicationCommunication

CoordinationCoordination

CooperationCooperation

CollaborationCollaboration

ConflictConflict

Cohesion andCohesion and

TrustTrust

All of these are highlyAll of these are highly

interrelatedinterrelated


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Communication within theCommunication within the

team, as well asteam, as well as

communication between thecommunication between theteam and others outside theteam and others outside the

team, was found to beteam, was found to be

related to the team's workrelated to the team's work

process, environment,process, environment,design, and the teamdesign, and the team

member characteristics.member characteristics.

Communication


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Relevant environmentalRelevant environmentalfactors related tofactors related tocommunication includecommunication include

the organization'sthe organization'scultureculture

resources available toresources available tothe teamthe team

the training andthe training andinformation systemsinformation systems

relations withrelations withmanagementmanagement

physical proximityphysical proximity


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Team Design factorsTeam Design factors

affecting communicationaffecting communication

includeinclude Team sizeTeam size

Team compositionTeam composition

Norms of the teamNorms of the team

Team leaderTeam leader

Brightman (1988) has identified some of the team leaderBrightman (1988) has identified some of the team leader

characteristics that can encourage communication, includingcharacteristics that can encourage communication, including

careful listening, summarizing ideas and feelings frequently,careful listening, summarizing ideas and feelings frequently,avoiding beingavoiding being overlyoverlycritical, encouraging team members tocritical, encouraging team members to

speak, encouraging and protecting minority views, and dealingspeak, encouraging and protecting minority views, and dealing

with dis-agreements openly.with dis-agreements openly.


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The characteristics of the team members makeThe characteristics of the team members make

up another group of factors that were found toup another group of factors that were found to

affect communication within the team. Theseaffect communication within the team. These

included theincluded the

team members' knowledge and skillsteam members' knowledge and skills interests in the work, andinterests in the work, and

personality of the team memberspersonality of the team members


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CoordinationCoordination

Work coordination refers to the act of performing twoWork coordination refers to the act of performing twoor more steps of a work process in a proper orderor more steps of a work process in a proper order

Hackman (1988, 1990) has brought the most explicitHackman (1988, 1990) has brought the most explicit

attention to coordination by discussing its directattention to coordination by discussing its directeffects on the team's work process. !f the work is noteffects on the team's work process. !f the work is notwell coordinated between team members, then thewell coordinated between team members, then thesteps or procedures used for doing the work will notsteps or procedures used for doing the work will not

be carried out well. This can, in turn, reduce thebe carried out well. This can, in turn, reduce theamount of effort placed on doing the work because theamount of effort placed on doing the work because theemployees' energies must be concentrated onemployees' energies must be concentrated onovercoming the coordination problems.overcoming the coordination problems.


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An ExampleAn Example

In this team, two and sometimes three learn members wouldIn this team, two and sometimes three learn members would

periodically travel to a predetermined location in one of theperiodically travel to a predetermined location in one of thesouthwestern states of the United States in order to auction offsouthwestern states of the United States in order to auction offgovernment supplies and equipment no longer needed (e.g.,government supplies and equipment no longer needed (e.g.,government automobiles). The auction was advertised weeksgovernment automobiles). The auction was advertised weeksin advance, and typically there were many potential buyers atin advance, and typically there were many potential buyers atthese auctions. The procedures that were followed in carryingthese auctions. The procedures that were followed in carrying

out the auction ranged from securing the airplane tickets forout the auction ranged from securing the airplane tickets forthe trip to collecting the money and recording the sales. Forthe trip to collecting the money and recording the sales. Forsuch a trip, a great deal of coordination was needed, not onlysuch a trip, a great deal of coordination was needed, not only

between the team members going on the trip but also withbetween the team members going on the trip but also withpeople at the sale site. Team members reported that, for somepeople at the sale site. Team members reported that, for someauctions, coordination became a problem. When aauctions, coordination became a problem. When a

coordination problem occurred, it sometimes resulted in teamcoordination problem occurred, it sometimes resulted in teammembermember--, having to spend an extra day at the auction site to, having to spend an extra day at the auction site tofinish up business.finish up business.


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Coordination has been found to affect other factorsCoordination has been found to affect other factors

as well. When considering the team's environment,as well. When considering the team's environment,coordination was found to affectcoordination was found to affect

the training receivedthe training received

team suppliers and customersteam suppliers and customers

losing customerslosing customers


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Team design characteristicsTeam design characteristics

affecting coordinationaffecting coordination

NormsNorms

SizeSize

Team Member characteristicsTeam Member characteristics

affecting coordinationaffecting coordination

PersonalityPersonality

AttitudeAttitude

PerceptionPerception


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Collaboration, Cooperation andCollaboration, Cooperation and

ConflictC

onflict Cooperation and collaboration are conceptsCooperation and collaboration are concepts

that arc highly related and are treatedthat arc highly related and are treatedsynonymously and are defined as the act ofsynonymously and are defined as the act oftwo or more people working together for atwo or more people working together for acommon purpose.common purpose.

conflictconflict-- disagreements between two or moredisagreements between two or morepeople that leads to mistrust, poorpeople that leads to mistrust, poorcommunication, and lack of cooperation.communication, and lack of cooperation.

During the late 1960s. behaviorists beganDuring the late 1960s. behaviorists beganviewing conflict as a natural occurrence thatviewing conflict as a natural occurrence thatcan lead to either problems and dysfunctionalcan lead to either problems and dysfunctionalbehavior or to beneficial behavior.behavior or to beneficial behavior.


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BeneficialBeneficial conflictconflicthashas

been termedbeen termed cooperativecooperative

conflictconflictand refers toand refers to

those situations wherethose situations where

two or more employeestwo or more employees

have opposing ideas andhave opposing ideas and

interests but areinterests but are

motivated to exploremotivated to explore

and understand theand understand the

views and interests ofviews and interests of

the otherthe other


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COOPERATION, CONFLICT AND THECOOPERATION, CONFLICT AND THE

ENVIRONMENTENVIRONMENT

Environment has been found to have large effects onEnvironment has been found to have large effects onteam member cooperation and conflict.team member cooperation and conflict.

Reward system of the organization is particularlyReward system of the organization is particularlyinfluential.influential.

RewardsRewards High team performance then teamHigh team performance then teammembers will be motivated to cooperate with onemembers will be motivated to cooperate with oneanother to achieve the team goals.another to achieve the team goals.

RewardsRewards individualindividualperformance, conflict is moreperformance, conflict is more

likely to occur as team members struggle to makelikely to occur as team members struggle to makethemselves look good, regardless of the effects on thethemselves look good, regardless of the effects on theteam's overall performanceteam's overall performance


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The organization's culture, training, andThe organization's culture, training, and

coaching greatly influence whether and howcoaching greatly influence whether and howconflicts arc resolved.conflicts arc resolved.

The organization's culture and the team'sThe organization's culture and the team's

norms must be such that conflict is openlynorms must be such that conflict is openlyaddressed and managed cooperatively.addressed and managed cooperatively.

Training and coaching can provide teamTraining and coaching can provide team

members with the skills to study conflict andmembers with the skills to study conflict andlearn how to discuss it productively.learn how to discuss it productively.


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A poor information system can also lead toA poor information system can also lead tonegative or competitive conflict.negative or competitive conflict.

Just as conflict and cooperation are highlyJust as conflict and cooperation are highlysusceptible to influences from the informationsusceptible to influences from the informationsystem and management, the reverse can besystem and management, the reverse can be

true as welltrue as well--the information system can bethe information system can beaffected by team cooperation and conflict.affected by team cooperation and conflict.

When cooperation is high among teamWhen cooperation is high among teammembers, the information system is muchmembers, the information system is much

more effectivemore effective--team members are more likelyteam members are more likelyto share all available infor-mation with theirto share all available infor-mation with theirteammates readilyteammates readily


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COOPERATION,CONFLICT, AND TEAMDESIGNCOOPERATION,CONFLICT, AND TEAMDESIGN

A variety of team design factors can heightenA variety of team design factors can heightencooperation and conflict. These factors arecooperation and conflict. These factors are

Team normsTeam norms --encourage team members to shareencourage team members to shareinformation, listen to each other's ideas, exchangeinformation, listen to each other's ideas, exchangeresources, and respond to each other's requestsresources, and respond to each other's requests

through positive interdependence will enhancethrough positive interdependence will enhancecooperation.cooperation.

Shared visions and values bind employees together inShared visions and values bind employees together incollaborative pursuits. Group tasks, complementarycollaborative pursuits. Group tasks, complementaryroles, and shared rewards also play a role. Tasks thatroles, and shared rewards also play a role. Tasks thatrequire people to exchange ideas and sourcesrequire people to exchange ideas and sourcesreinforce the notion that participants have cooperativereinforce the notion that participants have cooperativegoals.goals.


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When considering the composition of the team, theWhen considering the composition of the team, thecombination of team member characteristics can becombination of team member characteristics can beexpected to be produce conflicts and cooperation.expected to be produce conflicts and cooperation.This is perhaps most evident where differingThis is perhaps most evident where differingpersonality types come together within the team andpersonality types come together within the team andare found to inherently cooperate or conflict.are found to inherently cooperate or conflict.

Cooperation is found to be high where team membersCooperation is found to be high where team members

are similar in their job status, values, prejudices, andare similar in their job status, values, prejudices, andtalents. Although these similarities reduced conflict,talents. Although these similarities reduced conflict,theytheycreated problems by not providing enoughcreated problems by not providing enoughvariety of ideas.variety of ideas.

If the team members arevery different, the oppositeIf the team members arevery different, the opposite

effect occurred. There were a variety of differenteffect occurred. There were a variety of differentideas available, but the team had difficulty reachingideas available, but the team had difficulty reachingagreements acceptable to everyone.agreements acceptable to everyone.


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CohesionCohesion TaskTask--oriented cohesiveness positively affect a team's leveloriented cohesiveness positively affect a team's level

of effort placed directly on the work due to its influence onof effort placed directly on the work due to its influence onthe team members' commitment to the workthe team members' commitment to the work

TeamTeam--oriented cohesiveness affects effort through itsoriented cohesiveness affects effort through its

positive influences on the team members' commitment topositive influences on the team members' commitment toone another. However, teamone another. However, team--oriented cohesiveness alsooriented cohesiveness alsodecrease effort due to time spent among team membersdecrease effort due to time spent among team membersdiscussing nondiscussing non--work related subjects.work related subjects.


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TeamTeam--oriented cohesiveness results in the teamoriented cohesiveness results in the team

members being committed to one another andmembers being committed to one another andproviding extra effort to please theirproviding extra effort to please theirteammatesteammates

A second work process factor found to beA second work process factor found to be

affected by taskaffected by task--oriented and teamoriented and team--orientedorientedcohesion was the extent of team membercohesion was the extent of team membertalents placed on doing the work. With hightalents placed on doing the work. With highcohesion of either type, team members werecohesion of either type, team members were

more likely to ask for assistance or defer tomore likely to ask for assistance or defer toothers who had more talent with regard to theothers who had more talent with regard to theparticular tasks being performed.particular tasks being performed.


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Cohesion and Team DesignCohesion and Team Design

TeamTeam--oriented cohesiveness facilitatesoriented cohesiveness facilitates

deci-sion making because the communicationdeci-sion making because the communication

among team members is more open.among team members is more open.

However, teamHowever, team--oriented cohesiveness can alsooriented cohesiveness can also

lead tolead to groupthinkgroupthink(a practice of agreeing with(a practice of agreeing with

others rather than disagreeing), which, in turn,others rather than disagreeing), which, in turn,

can lead to a reduction in the number ofcan lead to a reduction in the number of

alternative work procedures that arcalternative work procedures that arcconsidered by the team as it attempts toconsidered by the team as it attempts to

identify best work procedures.identify best work procedures.


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Team members of the most cohesive teams remainTeam members of the most cohesive teams remain

more comfortable during the decisionmore comfortable during the decision--making processmaking process Cohesiveness has also been reported to influence theCohesiveness has also been reported to influence the

norms of the team. Teams high in cohesiveness werenorms of the team. Teams high in cohesiveness were

found to more rigorously adhere to the team's norms.found to more rigorously adhere to the team's norms.

Team design factors found to affect teamTeam design factors found to affect team

cohesiveness included goal clarity and the team's size.cohesiveness included goal clarity and the team's size.

TaskTask--oriented cohesiveness was directly related tooriented cohesiveness was directly related to

goal clarity. Team members had difficulty developinggoal clarity. Team members had difficulty developing

tasktask--oriented cohesiveness to the extent that they hadoriented cohesiveness to the extent that they had

difficulty identifying the team's primary goals.difficulty identifying the team's primary goals.


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team sizeteam size --smaller teamssmaller teams

generally had higher levelsgenerally had higher levelsof teamof team--orientedoriented

cohesiveness because teamcohesiveness because team

members were able to havemembers were able to have

more interactions with eachmore interactions with each

other and to get to knowother and to get to knoweach other bettereach other better

On the other hand, the sizeOn the other hand, the size

of the team does not appearof the team does not appear

to affect the level of taskto affect the level of task--oriented cohesiveness.oriented cohesiveness.


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Cohesion and the EnvironmentCohesion and the Environment

C

ulture of the organization can be one thatC

ulture of the organization can be one thatencourages the team members to work togetherencourages the team members to work togetherin a collaborative, respectful manner or in ain a collaborative, respectful manner or in acompetitive manner.competitive manner.

Another environmental factor that can affectAnother environmental factor that can affectcohesion is the physical location of teamcohesion is the physical location of teammembers.members.

Team member characteristics that did haveTeam member characteristics that did havenoticeable effects on cohesion included thenoticeable effects on cohesion included theinterests and values of team membersinterests and values of team members


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TRUSTTRUST

TrustTrustcan be defined as a belief held by one team member aboutcan be defined as a belief held by one team member aboutanother thatanother that

(1)(1) the behavior of the other can influence whether one gains or losesthe behavior of the other can influence whether one gains or loses

something,something,

(2)(2)

one has no control over the other's behavior, andone has no control over the other's behavior, and(3)(3) that the other will behave in such a way that the gains will resultthat the other will behave in such a way that the gains will result

Trust is a multidimensional concept including honesty, truthfulness,Trust is a multidimensional concept including honesty, truthfulness,

loyalty, competence (i.e., technical or interpersonal skill andloyalty, competence (i.e., technical or interpersonal skill and

knowledge), and consistency.knowledge), and consistency.


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Where trust was reported to be high, teamWhere trust was reported to be high, team

members spent less energy worrying aboutmembers spent less energy worrying aboutwhat others were doing or thinking and morewhat others were doing or thinking and more

energy directly on doing the work.energy directly on doing the work.

When considering the team designWhen considering the team design-- trusttrust

results in team members being more willing toresults in team members being more willing to

consider alternative viewpoints during theconsider alternative viewpoints during the

decisiondecision--making process.making process.

High trust positively influences the teamHigh trust positively influences the teammembers' willingness to let others exercisemembers' willingness to let others exercise

influence over them.influence over them.


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ThankThank YYouou

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The Interpersonal Process_1