The effects of team strategic orientation on team process and information search

We tested the effects of team strategic orientation on team member perceptions, work strategy and information search. In Experiment 1, 80 teams worked on a hidden profile decision-making task. A defensive team strategic orientation increased members’ perceptions of the problem’s scope, leading to a more process-focused work strategy and broader information search compared to an offensive team strategic orientation. When teams needed critical information from the environment, defensive teams outperformed offensive teams; offensive teams performed better when critical information resided within the team. In Experiment 2, these findings were replicated with 92 teams performing a different decision task. When making a second decision, half of the teams were led to change their strategic orientation; teams shifting from offense to defense altered their information search behavior more readily than did teams shifting in the opposite direction, suggesting an asymmetric adaptation effect.     

The effects of alignments: examining group faultlines, organizational cultures, and performance

By integrating literature on group faultlines, organizational cultures, and value congruence, this research presents a framework that explains how cultural alignment across organizational levels may influence the relationship between faultlines and performance. The hypotheses were tested using representatively sampled multisource qualitative and quantitative data on 138 teams from a Fortune 500 company. The present findings demonstrate that although informational faultlines were detrimental for group performance, the negative relationship between faultlines and performance was reversed when cultures with a strong emphasis on results were aligned, was lessened when cultures with a weak emphasis on results were aligned, and remained negative when cultures were misaligned with respect to their results orientation. These findings show the importance of recognizing alignments not only within groups (group faultlines) but also outside groups (cultural alignments between the group and departments) when considering their implications for group performance.     

The effects of realistic threat and group identification on social dominance orientation

Based on social identity and intergroup threat theories, we argue that social dominance orientation (SDO) can increase as a result of realistic threat, or perceived obstacles to the ingroup’s position and general welfare. However, this effect should be strongest among highly-identified group members, who are particularly concerned with protecting their ingroup against threat. Study 1 found that among non-Asian Americans, racial group identification moderated the relationship between perceptions of realistic threat from Asian Americans and SDO. Study 2 replicated Study 1 using an experimental, rather than correlational, design. Using different social groups, Study 3 showed that non-science college majors who identified strongly with their field of study exhibited higher SDO after being made to feel threatened by science majors. The results from these studies have implications for research on the meaning and antecedents of SDO.     

Honesty pays: On the benefits of having and disclosing information in coalition bargaining

People typically think of negotiations as competitive, which often leads them to engage in secrecy and even deception. In three experiments we show that this approach can backfire in coalition bargaining. Results show that, even though bargainers with an outcome advantage only obtain favorable outcomes when this information is public, they rarely choose to reveal this information. Fairness motivations fueled decisions to reveal this information and make attractive offers whereas self-interest fueled decisions not to reveal and make unattractive offers. Finally, perspective taking increased proselfs' inclinations to keep their advantage private whereas it increased prosocials' inclinations to reveal. These findings suggest that many people are not naturally inclined to reveal private information when they have an outcome advantage, but that fairness motives encourage revelation and, ironically, increase revealers' outcomes in coalition bargaining. Thus, in this context, honesty pays.     

The pull of the group: Conscious conflict and the involuntary tendency towards conformity

Is the reason that majorities exert an undue influence on the actions of individuals revealed through changes in subjective experience? Using an adaptation of the response interference paradigm (Morsella, Wilson, et al., 2009) in which participants are trained to introspect on their own experience of conscious conflict, two studies reported here show that the mere act of recalling counter-majority stances or opinions is associated with stronger subjective effects than recalling stances or opinions that coincide with majorities. Thus, an intention to conform to a majority (even when the majority is known to be wrong, as shown in the second study) seems to interfere with people’s recall of their own stance or opinion. These results provide novel evidence for recent yet under-supported suggestions that majorities can influence individuals even when it is improper or illogical because human social cognition is primarily and involuntarily cooperative at the implicit level.     

Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior

Past research has focused on the differential relationships of organizational and work group identification with attitudes and behavior. However, no systematic effort has been undertaken yet to explore interactive effects between these foci of identification. We predicted that in cases of positive overlap of identifications (i.e. high work group and organizational identification) identifications are more strongly associated with employee job satisfaction and extra-role behavior than when only one of the identifications is high—that is, the one identification augments the influence of the other. These hypotheses were tested and supported with data from two samples of bank employees (N = 358) and travel agency employees (N = 308).     

Get angry, get out: The interpersonal effects of anger communication in multiparty negotiation

Research on multiparty negotiation has investigated how parties form coalitions to secure payoffs but has not addressed how emotions may affect such coalition decisions. Extending research on bilateral negotiations which has generally argued that it is beneficial to communicate anger, we argue that it constitutes a considerable risk when there are more than two people present at the negotiation table. Using a computer-mediated coalition game we show that communicating anger is a risky strategy in multiparty bargaining. The main findings of three studies were that participants: (1) form negative impressions of players who communicate anger and therefore (2) exclude such players from coalitions and from obtaining a payoff share, but (3) make considerable concessions on those rare occasions that they choose to form a coalition with an angry player, or (4) when they had to form a coalition with an angry player. We discuss the implications of these results for theorizing on emotions, negotiations, and coalition formation.     

Goal setting in teams: The impact of learning and performance goals on process and performance

This study examined the impact of three alternative types of goals (specific learning, general “do your best” learning, and specific performance) on team performance. Eighty-four-person teams engaged in an interdependent command and control simulation in which the team goal and task complexity were manipulated. Contrary to research at the individual level, teams with specific learning goals performed worse than did teams with general “do your best” learning goals or specific performance goals. The negative effects of specific learning goals relative to general “do your best” learning goals and specific performance goals were amplified under conditions of increased task complexity and were explained by the amount of coordination in the teams.     

The best friendships of aggressive boys: relationship quality, conflict management, and rule-breaking behavior

The current study examined the best friendships of aggressive and nonaggressive boys (N = 96 boys, 48 dyads, mean age = 10.6 years). Friends completed self-report measures of friendship quality, and their interactions were observed in situations that required conflict management and provided opportunities for rule-breaking behavior. Although there were no differences in boys' self-reports of friendship quality, observers rated nonaggressive boys and their friends as showing greater positive engagement, on-task behavior, and reciprocity in their interactions compared with aggressive boys and their friends. Aggressive boys and their friends provided more enticement for rule violations and engaged in more rule-breaking behavior than did nonaggressive boys and their friends. Also, the intensity of negative affect in observed conflicts between aggressive boys and their friends was greater than that between nonaggressive boys and their friends. The findings suggest that friendships may provide different developmental contexts for aggressive and nonaggressive boys.     

The effects of feedback and consequences on transitional cursive letter formation

Twelve first-grade students were employed to analyze the effects of (1) Verbal and Visual Feedback, (2) Verbal and Visual Feedback plus immediate rewriting of trained letters with one or more incorrect letter strokes, and (3) Potential Reinforcement on cursive letter strokes. Students practised both a set of trained and a set of untrained letters during each session. Feedback and reinforcement was administered only for trained letter strokes. The percentage of correct trained letter strokes increased during all conditions. Performance on the untrained but practiced and trained letter strokes followed the same general trend in response pattern. No consistent pattern of generalization was demonstrated with untrained and unpracticed letter strokes.     

When women can’t do math: The interplay of self-construal, group identification, and stereotypic performance standards

The present research examined the interplay of self-construal (independent vs. interdependent), gender group identification, and performance standards (positive vs. negative) on women’s math performance. Female participants were given a subtle self-prime prior to completing a math test under conditions where either a positive or negative group-based performance standard was rendered accessible. We report an interactive effect of self-construal, gender identification, and performance standard such that a negative (compared to a positive) standard decreased performance under interdependent self-prime (“we”) conditions, whereas the reverse pattern emerged under independent self-prime (“I”) conditions. Importantly, we observed this interplay of performance standards and self-construal only in individuals who self-identify with their gender group whereas performance outcomes of low identifiers were not affected by the experimental manipulations.     

Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance

This longitudinal study used data from 91 self-managed teams (456 individuals, 60 nationalities) to examine the interactive effects of a team’s task (“workflow”) network structure and its cultural diversity (as indexed by nationality) on the team’s “potency” (i.e., the team’s confidence in its ability to perform) and its performance (as rated by expert judges). We found that whereas the emergence of dense task networks enhanced team potency it was the emergence of (moderately) centralized task networks that facilitated team performance. These varied structural effects, moreover, were themselves contingent on team composition: the more culturally diverse a team, the more pronounced were the positive effects of network density on team potency and the higher the level of network centralization required for optimal team performance. The success of a team appears to hinge on the interplay between network structure and team composition.     

The effects of expected future interaction and prior group support on the conformity process

Previous results indicate that people conform more to group judgments when they have received unanimous group support for their opinions than when they have received no support. The present study tested the hypothesis that these differences would be attenuated when future interaction with the group members was anticipated. The 70 male subjects were tested in a Crutchfield-type conformity situation, where prior group support (100 vs 0%) and anticipation of future interaction (alone vs group) were manipulated. Predictions were based on an examination of conformity incentives that considered normative and informational sources of social influence, as well as Hollander's model of idiosyncracy credit. Consistent with predictions, conformity in the 0% prior support condition was greater when subjects anticipated future group interaction than when they did not, whereas the reverse was true in the 100% prior support condition. In addition, conformity was correlated negatively with both confidence in task ability and feelings of group acceptance when future interaction with the group was anticipated. These data suggest that when future group activity is expected, the tendency to reciprocate past treatment from the group is reduced.     

The effects of group daycare in the context of paid maternal leave and high-quality provision

Social benefits and quality of group daycare vary greatly across countries; the effects on children may depend on the social context. This study used the prospective Norwegian cohort of 24,259 (MoBa; Norwegian Mother and Child Cohort Study) to examine predictors of group daycare, and the effects of family risk and group daycare on child behaviour at 36 months. The results showed that virtually all 9-month-olds remained in maternal care; while at 18 months over two-thirds attended some form of group daycare. High maternal education and family income very strongly predicted children's attendance in group daycare—a social selection opposite to that found in North America. Group daycare had a statistically significant effect on both distress and aggression, but the effect was very weak. Family risk was associated with both distress and aggression, but this did not differ according to type of care. The findings show a marked difference from those in North America, suggesting that social selection worked in the opposite direction. This was probably due to Norway's generous paid maternal leave and high-quality daycare.     

Getting groups to develop good strategies: Effects of reflexivity interventions on team process,team performance,and shared mental models

This study examines the effect of guided reflection on team processes and performance, based on West’s (1996, 2000) concept of reflexivity. Communicating via e-mail, 49 hierarchically structured teams (one commander and two specialists) performed seven 15 min shifts of a simulated team-based military air-surveillance task (TAST) in two meetings, a week apart. At the beginning of the second meeting, teams were assigned either to a reflexivity (individual or group) or to a control condition. Results show that reflexivity enhanced performance, the link between reflexivity and team performance being mediated by communication and implementation of strategies as well as by similarity of mental models. Contrary to expectations, individual reflexivity was superior to group reflexivity. Additional analyses suggested that group reflexivity decreased the commanders’ active behavior and increased discussion of strategies that were too general to be helpful. Results point to the usefulness of reflexivity as a generic intervention but underscore the importance of focusing on strategies that are task-specific.     

Motivated information processing and group decision-making: Effects of process accountability on information processing and decision quality

Integrating dual-process models [Chaiken, S., & Trope, Y. (Eds.). (1999). Dual-process theories in social psychology. NewYork: Guilford Press] with work on information sharing and group decision-making [Stasser, G., & Titus, W. (1985). Pooling of unshared information in group decision making: biased information sampling during discussion. Journal of Personality and Social Psychology, 48, 1467-1478.], we predicted that groups with high epistemic motivation engage in more information-driven and less preference-driven interaction, and achieve better decisions. An experiment manipulating process accountability showed that groups under process accountability experienced greater need for more information, repeated unshared information more often, and more often chose the correct decision alternative. Mediation analysis established that epistemic motivation produced high quality decisions because it stimulated systematic information processing. Results also revealed that preference heterogeneity stimulated information-driven interaction and led to higher decision quality.     

The role of sex and personality in the prenegotiation stage of coalition formation

Research in the area of sex differences in coalitional behavior has produced inconsistent results that may be partially resolved through an examination of personality and attitudinal differences between males and females. The responses of males and females to the Shure and Meeker Personality/Attitude Schedule were analyzed and the sexes differed in their elevation on six major factors. A subsample of each sex participated in a coalition game situation. Four of the six personality and attitude factors were related to prenegotiation stage indices of coalition formation. It was suggested that the role of sex differences in coalitional behavior may be mediated by sex role socialization differences.