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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