Lecture A systems approach to small group interaction (8/e): Chapter 8 - Stewart L. Tubbs

Chapter 8 - Consequences. Chapter 8 is devoted entirely to the consequences section of the tubbs model of small group interaction. These consequences are the potential outcomes or end results of group interaction. One consequence, solutions to problems, is discussed, along with the quality and acceptance of solutions.

CCHH AAPP TT EE RR Consequences Stewart L Tubbs McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Consequences • • • McGraw­Hill Glossary Case Study Solutions to Problems Changes in Interpersonal Relations Improved Information Flow Organizational Change TheSystemsApproach â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Glossary AcceptanceofSolutionstherearethreedifferent typesofsolutionsforproblems:(1)highquality,low acceptance,(2)highacceptance,highquality,and(3)high acceptance,lowquality QualityofSolutionsgroupshavethepotentialto makebetterưqualitydecisionsthanthesameindividualsin thosegroupswouldmakeifworkingalone McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Case Study North West Aerospace 1. What would you do if you were Robert? 2. What would you do first? 3. Whom would you talk to to get things started? 4. What will be the consequences if you are not  successful? 5. What lessons from this case can you apply to your own  work experience? McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Solutions to Problems QualityofSolutions Groupshavethepotentialtomakebetterưquality decisionsthanthesameindividualswouldmake ifworkingalone Inthoseinstanceswhengroupperformancedoesnot surpassindividualperformance,thegroupprocess hasbeencounterproductive McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Solutions to Problems • Quality of Solutions (continued) – Teams can help increase value: • By performing the same function at a lower cost • By increasing function while reducing costs • By increasing function while increasing costs by a  proportionally smaller amount • By decreasing function while decreasing cost by a  proportionally greater amount – It has been found that groups are better at  solving complicated tasks requiring reasoning  and elimination of poor solutions McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide Solutions to Problems • Acceptance of Solutions – For solutions to be effective, they must be of  high quality and they must be accepted by those  who must carry them out • Three types of problem situations can be identified: – Problems requiring high quality but low acceptance are  best solved by persons with a high level of technical  knowledge and expertise – Problems requiring high acceptance but low quality may  include all individuals who may be affected by the results  of the decision – Problems requiring high quality and high acceptance  shouldutilizeproblemưsolvinggroups McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Solutions to Problems Acceptance of Solutions (continued) – People generally are resistant to changes that  affect their lives, especially if these changes are  initiated by others – Group decision making and “people  involvement” can be powerful assets in  increasing satisfaction and overcoming  resistance to change McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Solutions to Problems AcceptanceofSolutions(continued) – There are several factors to remember in  overcoming resistance to change • People will accept changes that they have a part in  planning • Changes will be accepted if they do not threaten our  security • Changeswillbemorereadilyacceptedwhenpeople areinvolvedingatheringthefactsthatindicatethe needforchange Greateracceptanceandcommitmentwillresultwhen thechangesarekeptopentofurtherrevisionbased onthesuccessorfailureofthenewprocedures McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 10 Solutions to Problems • Acceptance of Solutions (continued) – For long­term success, teams must function in a  responsible manner, and management must  possess a high degree of trust and confidence in  the system McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 12 Changes in Interpersonal Relations • Team Building – Larson and LaFasto (1989) identified eight  dimensions of team excellence: 1. Clear, evaluating goal 2. Results­driven structure 3. Competent team members 4. Unified commitment 5. Collaborative climate 6. Standards of excellence 7. External support and recognition 8. Principled leadership McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 13 Changes in Interpersonal Relations • Team Building – A group’s performance is a function of its  collective abilities, motivations, and  opportunities • Group members will have an understanding of the  group’s role in the organization and learn to  recognize threats from the larger system and the  opportunities it affords McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 14 Improved Information Flow • Communication in small groups can result  in an increased knowledge level and  increased coordination among group  members based on the sharing of  information • Rogers (1995) finds that some people by  nature are earlier adopters of new ideas  whereas others are more resistant to change McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 15 Improved Information Flow • Another factor is the tendency for subgroups  to form so that information that passes  between groups is restricted – Lawrence and Lorsch (1969) have referred to  problems of this nature as differentiation­ integration problems McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 16 Improved Information Flow • Adopter Categorization on the Basis of  Innovativeness McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 17 Organizational Change • The Ten Commandments of Implementing  Changes: 1. Analyze the organization and its need for  change 2. Create a shared vision and common direction 3. Separate from the past 4. Create a sense of urgency 5. Support a strong leader role McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 18 Organizational Change • The Ten Commandments . . . (continued)   6. Line up political sponsorship   7. Craft an implementation plan   8. Develop enabling structures   9. Communicate, involve people, and be honest 10. Reinforce and institutionalize change.         McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Source: Jick, 1993, p. 195 Slide 19 Organizational Change • Peter Drucker (1999) has offered the  following advice for leaders on managing  change: 1. Introduce change on a small scale 2. Budget for change 3. Balance change and continuity McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 20 Organizational Change McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 21 Organizational Change TheStrategicDoomCycle McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 22 Organizational Change— Practical Tips Hitchcock and Willard (1995) offer the following  practical tips for using teams to help create  organizational change – The business concept must be viable – Recognize that the right to make a decision is separate  from the competency to implement it – Clarify what decisions should be made at certain levels,  and establish a mechanism to move decisions among  these levels McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 23 Organizational Change— Practical Tips • Hitchcock and Willard . . . (continued) – Codify the principles that will guide you, and establish a  mechanism to hold everyone accountable for carrying  out those principles – Devise a system for resolving conflicts and differences – Establish an equitable way for distributing profits or  rewardsthatisconsistentwiththeegalitariannatureof democracy McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 24 Organizational Change Rogers (1995) and his colleagues found that  people accept change along a distribution  that is a bell­shaped curve – – – – – McGraw­Hill Innovators Early adopters Early majority Late majority Laggards © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 25 The Systems Approach • Four potential consequences of group  interaction are: (1) solutions to problems,    (2) changes in interpersonal relations,          (3) improved information flow, and             (4) organizational change • Small group interaction must be viewed as a  system of interrelated variables in which a  change in any one variable creates changes  in the other variables in the system McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 26 The Systems Approach • Information flow may be improved as a  result of interaction; but with a highly  structured communication network and  authoritarian leadership, communication  flow might actually diminish • Numerous studies have shown that it takes a  comprehensive (systems) approach to  successfully create large­scale  organizational change McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved ... Rogers(1995)andhiscolleaguesfoundthat peopleacceptchangealongadistribution thatisabellưshapedcurve – – – – – McGraw­Hill Innovators Early adopters Early majority Late majority Laggards â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved... The Systems Approach Fourpotentialconsequencesofgroup interactionare:(1)solutionstoproblems, (2)changesininterpersonalrelations, (3)improvedinformationflow,and (4)organizationalchange Smallgroupinteractionmustbeviewedasa... flowmightactuallydiminish Numerousstudieshaveshownthatittakesa comprehensive (systems) approachto successfullycreatelargeưscale organizationalchange McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved