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week 4 notes

by: Aimee Castillon

week 4 notes PSYC 467

Aimee Castillon
GPA 3.61

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Week 4 lecture notes
Psychology of Working Groups/Teams
Class Notes
Psychology, Wallace, groups, Managing individuals and teams, I/O psychology
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This 3 page Class Notes was uploaded by Aimee Castillon on Thursday September 22, 2016. The Class Notes belongs to PSYC 467 at George Mason University taught by in Summer 2016. Since its upload, it has received 4 views. For similar materials see Psychology of Working Groups/Teams in Psychlogy at George Mason University.


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Date Created: 09/22/16
Week 4 Class Outline – Emergent States Objectives: At the end of this class you should be able to 1. Describe what is meant conceptually by the term emergent states 2. Describe how psychological states emerge on a team, including important influencers 3. Describe how emergent states influence performance 4. Identify the most studied emergent states Emergent States IPO model Emergence states- describe the cognitive motivational and affective states of the team as opposed to the nature of member interaction. AKA “traits” of the team Variable within a team (change) The relationship between emergence states/interaction and performance Measuring Emergent states Aggregate method- add up to figure out group cohesion; how you feel about a team Pros: honesty; accurate Cons: leaves out outliers; no differentiation Global approach- discussion-based; consensus-based Pros: can ask a representative; more accurate Cons: may ignore outliers Differentiation- how things differ Pro: ask different questions i.e. LMX  retention Interdependence is one of the greatest moderator of the relationship between emergence states and performance Taxonomy of emergent states Motivational emergent states (i.e. trust; efficacy; cohesion) Factors: organizational efficacy, individual self-efficacy, feedback, individual performance High self-efficacy  goal striving  individual performance High team efficacy  action processes  team performance Cognitive emergent states (i.e. transactive memory; shared mental models) Affective emergent states (i.e. mood) Factors: organizational environment, organization culture, individual personalities The process of emergence Team members have their own states Expectations  social norms, organizational context  team task Conformity Behavioral entrainment- synchronize our behavior to match others Mood contagion (affective emergent states) (i.e. laugh tracks on comedy shows) Personality strength- hard to change Weaker personalities are willing to change their behavior to match needs of situation Specific emergent states Group Entitativity Boundaries Collective identity Identity  motivation; all-in-all: self-concept complexity  (salient) working self-concept Individual- who I am by myself (i.e. I’m a student of GMU); more cohesion Relational- my identity in relation to another person (i.e. I’m a daughter and an only child); less cohesion Collective Identity- identity as a member of a team (i.e. nationality, religion, organizations) Group potency/collective efficacy- belief that the team can accomplish a certain task Motivational affective state Mood/emotion Cohesion- “the resultant of all the forces acting on the members to stay in the group” – Festinger (1950) Task cohesion- sticking together to complete a task Interpersonal cohesion- commitment to the teammates Group pride- “I’m happy to be on this team” Trust Trust builds over time Can be affected by certain factors (i.e. slackers) Psychological Safety- safety of stating my opinion without being threatened


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