Статья посвящена вопросам влияния власти на поведение человека. Авторы рассматривают данные различных источников, в которых увеличение власти связывается с напористостью, а ее уменьшение - с подавленностью. Конкретно, власть ассоциируется с: а) позитивным аффектом; б) вниманием к вознаграждению и к свойствам других, удовлетворяющим личные цели; в) автоматической переработкой информации и резкими суждениями; г) расторможенным социальным поведением. Уменьшение власти, напротив, ассоциируется с: а) негативным аффектом; б) вниманием к угрозам и наказаниям, к интересам других и к тем характеристикам я, которые отвечают целям других; в) контролируемой переработкой информации и совещательным типом рассуждений; г) подавленным социальным поведением. Обсуждаются также последствия этих паттернов поведения, связанных с властью, и потенциальные модераторы.

Power, approach, and inhibition. Власть, напористость и подавленность

Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups to explore, achieve, and conquer. Yet, the modern concept of work in large organizations that developed in the late 19th and early 20th centuries is largely a tale of work as a collection of individual jobs. A variety of global forces unfolding over the last two decades, however, has pushed organizations worldwide to restructure work around teams, to enable more rapid, flexible, and adaptive responses to the unexpected. This shift in the structure of work has made team effectiveness a salient organizational concern.Teams touch our lives everyday and their effectiveness is important to well-being across a wide range of societal functions. There is over 50 years of psychological research—literally thousands of studies—fo...

/pdf/enhancing-the-effectiveness-of-work-groups-and-teams-1huyatel6n.pdf

Enhancing the Effectiveness of Work Groups and Teams

https://www.uio.no/studier/emner/matnat/ifi/INF5181/h15/articles-teamwork/mathieu_etal_2008_team-effectiveness-1997_2007_a_review_of_advancements_and_a_glimpse_into_the_future.pdf

Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future:

Has the cell phone forever changed the way people communicate? The mobile phone is used for “real time” coordination while on the run, adolescents use it to manage their freedom, and teens “text” to each other day and night. The mobile phone is more than a simple technical innovation or social fad, more than just an intrusion on polite society. This book, based on world-wide research involving tens of thousands of interviews and contextual observations, looks into the impact of the phone on our daily lives. The mobile phone has fundamentally affected our accessibility, safety and security, coordination of social and business activities, and use of public places. 

Based on research conducted in dozens of countries, this insightful and entertaining book examines the once unexpected interaction between humans and cell phones, and between humans, period. The compelling discussion and projections about the future of the telephone should give designers everywhere a more informed practice and process, and provide researchers with new ideas to last years.

*Rich Ling (an American working in Norway) is a prominent researcher, interviewed in the new technology article in the November 9 issue of the New York Times Magazine. 
*A particularly "good read", this book will be important to the designers, information designers, social psychologists, and others who will have an impact on the development of the new third generation of mobile telephones. 
*Carefully and wittily written by a senior research scientist at Telenor, Norway's largest telecommunications company, and developer of the first mobile telephone system that allowed for international roaming.

Table of Contents

Preface
Acknowledgments
Chapter 1: Introduction
Chapter 2: Making Sense of Mobile Telephone Adoption Chapter 3: Safety and Security
Chapter 4: The Coordination of Everyday Life
Chapter 5: The Mobile Telephone and Teens
Chapter 6: The Intrusive Nature of Mobile Telephony
Chapter 7: Texting and the Growth of Asynchronous Discourse
Chapter 8: Conclusion: The Significance of Osborne's Prognosis
Appendix
Endnotes
Bibliography
Index

The Mobile Connection: The Cell Phone's Impact on Society

The authors review and meta-analytically integrate the existing literature on leadership and innovation to show a complex and inconsistent picture of this relationship. Current research has mostly neglected the complex nature of innovation processes that leads to changing requirements within these processes. The main requirements of innovation are exploration and exploitation as well as a flexibility to switch between those two activities. The authors propose an ambidexterity theory of leadership for innovation that specifies two complementary sets of leadership behavior that foster exploration and exploitation in individuals and teams — opening and closing leader behaviors, respectively. We call this ambidextrous leadership because it utilizes opening and closing leader behaviors and switches between them to deal with the ever-changing requirements of the innovation process. Routes to ambidextrous leadership and opportunities for future research on leadership and innovation are discussed.

Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership

Social networks that are missing relations among some of their members--termed incomplete networks--have been of critical theoretical and empirical interest in sociological research on weak ties and structural holes but typically have been overlooked in social psychological studies of network learning. Five studies tested for schematic processing differences in the encoding and recalling of incomplete networks. In Studies 1 and 2, prior knowledge of missing relations facilitated learning an unfamiliar, incomplete network. Study 3 ruled out differences in general pattern recognition ability as an explanation. Study 4 manipulated the degree of familiarity with missing relations, which produced predicted differences in learning rates. Finally, Study 5 examined how improved learning of an incomplete network affected a strategic organizational choice. The findings suggest that people can become schematic for complex, incomplete social networks.

Social network schemas and the learning of incomplete networks.

We examine the dynamics of temporal responsiveness—the ability of organizational actors to adapt the timing of their activities to unanticipated events. We review a broad body of psychological, economic, sociological, anthropological, and organizational research to introduce a reference point model of how people perceive and evaluate time in organizations. We then analyze how actors evaluate timing changes (changes from existing organizational schedules, routines, expectations, and plans).

When Plans Change: Examining How People Evaluate Timing Changes in Work Organizations

Talking about time: Effects of temporal planning and time awareness norms on group coordination and performance.

This paper draws from research on the phenomenology of how people experience time to examine how groups internally synchronize their work. We begin by reviewing the current paradigm on group temporal alignment, derived from biological and physical principles of entrainment. We argue that despite its many strengths, the greatest weakness of entrainment-based approaches is that they overlook the experience of the individual group member. Instead, we suggest that pace alignment in work groups stems from the individual-level tendency to prefer the experience of feeling in-pace to that of feeling out-of-pace with other members. We label this the in-synch preference, and assert that it is a core construct for understanding temporal performance in work groups. We then use this construct to examine: (a) the mechanisms that facilitate and motivate intra-group synchronization (i.e. getting in-pace) and (b) the role of pace-aligned coalitions and attributional processing in maintaining synchronization (i.e. staying in-pace).

Getting and staying in-pace: the “in-synch” preference and its implications for work groups

This paper studies negotiation slowdowns and the role of impatience. Specifically, it predicts and finds that when negotiators with explicit pacing preferences encounter unwanted delays, they often...

https://pages.stern.nyu.edu/~gjanicik/papers/best_paper.pdf

Gregory A. Janicik

Papers

Social network schemas and the learning of incomplete networks.

When Plans Change: Examining How People Evaluate Timing Changes in Work Organizations

Talking about time: Effects of temporal planning and time awareness norms on group coordination and performance.

Getting and staying in-pace: the “in-synch” preference and its implications for work groups

The 'delay-of-game' effect: the self-imposed costs of impatient responses to negotiation slowdowns.