This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.

/pdf/psychological-safety-and-learning-behavior-in-work-teams-igq2jhsmtc.pdf

Psychological Safety and Learning Behavior in Work Teams

What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite

Ethnic diversity is increasing in most advanced countries, driven mostly by sharp increases in immigration. In the long run immigration and diversity are likely to have important cultural, economic, fiscal, and developmental benefits. In the short run, however, immigration and ethnic diversity tend to reduce social solidarity and social capital. New evidence from the US suggests that in ethnically diverse neighbourhoods residents of all races tend to ‘hunker down’. Trust (even of one's own race) is lower, altruism and community cooperation rarer, friends fewer. In the long run, however, successful immigrant societies have overcome such fragmentation by creating new, cross-cutting forms of social solidarity and more encompassing identities. Illustrations of becoming comfortable with diversity are drawn from the US military, religious institutions, and earlier waves of American immigration.

/pdf/e-pluribus-unum-diversity-and-community-in-the-twenty-first-232si1r0e9.pdf

E Pluribus Unum: Diversity and Community in the Twenty‐first Century The 2006 Johan Skytte Prize Lecture

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

In this article we examine the meaning of team process. We first define team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork. We then advance a taxonomy of team process dimensions synthesized from previous research and theorizing. a taxonomy that reflects our time-based conceptual framework. We conclude with implications for future research and application.

https://www.jstor.org/stable/pdfplus/259182.pdf

A Temporally Based Framework and Taxonomy of Team Processes

Part 1: Establishing the Foundation: Shared Understanding, Integration, & Trust.Introduction: Establishing the Foundation: Shared Understanding, Integration, & Trust (Susan G. Cohen and Cristina B. Gibson).Chapter 1: In the Beginning: Introduction and Framework (Susan G. Cohen and Cristina B. Gibson).Chapter 2: Knowledge Sharing And Shared Understanding In Virtual Teams (Pamela Hinds and Suzanne Weisband).Chapter 3: Managing The Global New Product Development Network: A Sensemaking Perspective (Susan Albers Mohrman, Janice A. Klein, and David Finegold).Chapter 4: Building Trust: Effective Multi-Cultural Communication Processes in Virtual Teams (Cristina B. Gibson and Jennifer A. Manuel).Summary: Establishing the Foundation (Susan G. Cohen and Cristina B. Gibson).Part 2: The Raw Materials: People and Context.Introduction: The Raw Materials: People and Context (Cristina B. Gibson and Susan G. Cohen).Chapter 5: Building a Winning Virtual Team: KSAs, Selection, Training, and Evaluation (Richard Blackburn, Stacie Furst, and Benson Rosen).Chapter 6: Pay Systems for Virtual Teams (Edward E. Lawler III).Chapter 7: Meeting the Performance Challenge: Calculating ROI for Virtual Teams (Alec R. Levenson and Susan G. Cohen).Summary: The Raw Materials (Cristina B. Gibson and Susan G. Cohen).Part 3: Constructing the Design: Leadership, Knowledge Management and Information Sharing.Introduction: Constructing the Design: Leadership, Knowledge Management and Information Sharing (Susan G. Cohen and Cristina B. Gibson).Chapter 8: Exploring Emerging Leadership in Virtual Teams (Kristi Lewis Tyran, Craig K. Tyran, and Morgan Shepherd).Chapter 9: Designing the Knowledge-Management Infrastructure for Virtual Teams: Building and Using Social Networks and Social Capital (Martha L. Maznevski and Nicholas A. Athanassiou).Chapter 10: Overcoming Barriers to Information Sharing in Virtual Teams (Catherine Durnell Cramton and Kara L. Orvis).Summary: Constructing the Design (Susan G. Cohen and Cristina B. Gibson).Part 4: Wiring that Connects: Implementing Information Technology.Introduction: Wiring that Connects: Implementing Information Technology (Susan G. Cohen and Cristina B. Gibson).Chapter 11: Context, Task and the Evolution of Technology Use in Global Virtual Teams (Kenneth Riopelle, Julia Gluesing, Tara Alcordo, Marietta Baba, David Britt, Willie McKether, Leslie Monplaisir, Hilary Ratner, and Kimberly Harris Wagner).Chapter 12: Technology Alignment and Adaptation for Virtual Teams Involved in Unstructured Knowledge Work (Nelson King and Ann Majchrzak).Chapter 13: Team or Community of Practice Aligning Tasks, Structures and Technologies (Arjan Raven).Summary: Wiring that Connects (Susan G. Cohen and Cristina B. Gibson).Part 5: It's All About Action: Processes and Development.Introduction: It's All About Action: Processes and Development (Cristina B. Gibson and Susan G. Cohen).Chapter 14: Influence and Political Processes in Virtual Teams (Efrat Elron and Eran Vigoda).Chapter 15: Conflict and Virtual Teams (Terri L. Griffith, Elizabeth A. Mannix, and Margaret A. Neale).Chapter 16: The Development of Global Virtual Teams (Julia Gluesing, Tara Alcordo, Marietta Baba, David Britt, Kimberly Harris Wagner, Willie McKether, Leslie Monplaisir, Hilary Ratner, and Kenneth Riopelle).Chapter 17: Closing the Time Gap in Virtual Teams (Janice A. Klein & Astrid Kleinhanns).Summary: It's All About Action (Cristina B. Gibson and Susan G. Cohen).Chapter 18: The Last Word: Conclusions and Implications (Cristina B. Gibson and Susan G. Cohen).

Virtual teams that work : creating conditions for virtual team effectiveness

This paper tests a theoretically-driven model of self-managing work team effectiveness. Self-managing work team effectiveness is defined as both high performance and employee quality of work life. Drawing on different theoretical perspectives including work design, self-leadership, sociotechnical, and participative management, four categories of variables are theorized to predict self-managing work team effectiveness: group task design, encouraging supervisor behaviors, group characteristics, and employee involvement context. Data is collected from both a set of self-managing and traditionally managed teams from a large telephone company, and the model is tested with structural equations modeling. Support is found for hypotheses concerning group task design, group characteristics, and employee involvement context, but not encouraging supervisory behaviors.

A Predictive Model of Self-Managing Work Team Effectiveness:

This study used a quasi-experimental design to assess the effectiveness of self-managing teams in a telecommunications company. These teams performed customer service, technical support, administrative support, and managerial functions in a variety of locations. The balance of evidence indicates that self-managing teams were more effective than comparable traditionally-managed groups that performed the same type of work. The study illustrates the value of a collaborative research project in which researchers and clients jointly define the research questions, study design, and methods.

The Effectiveness of Self-Managing Teams: A Quasi-Experiment

This study validates the self-management leadership theory as operationalized by the Self-Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company. The sample for this study is 390 self-managing and 412 traditionally managed employees and 94 external leaders from 58 self-managing and 60 traditionally managed teams. Results support Manz and Sims' 6-factor pattern at the first-order level, and in addition, identify a common second-order factor. The hierarchical factor structure is invariant in employee and leader samples drawn from both self-managing and traditionally managed work teams, suggesting that the construct of self-managing leadership is similar for members and leaders of both types of teams. Respondents perceive slightly more self-management leadership behaviors in the self-managing than the traditional work teams. Respondents evaluate self-managing work teams as more effective than traditional work teams, and this difference is moderate in size. Self-managing leadership behaviors are positively associated with QWL (mainly employee satisfaction) and self-rated effectiveness for both self-managing and traditional teams. In general, self-managing work teams are not that different from traditionally managed groups in the relationship of self-managing leadership to outcomes. We conclude that self-management leadership is a hierarchical concept, constituted of specific strategies as well as a general orientation toward empowering employees. These leadership behaviors are applicable to managing both traditional and self-managing work teams.

Susan G. Cohen

Papers

What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite

Virtual teams that work : creating conditions for virtual team effectiveness

A Predictive Model of Self-Managing Work Team Effectiveness:

The Effectiveness of Self-Managing Teams: A Quasi-Experiment

A hierarchical construct of self‐management leadership and its relationship to quality of work life and perceived work group effectiveness