Outward bound: strategies for team survival in an organization

Article Abstract:

Using an external perspective as a research lens, this study examined team-context interaction in five consulting teams. The data revealed three strategies toward the teams' environment: informing, parading, and probing. Informing teams remain relatively isolated from their environment; parading teams have high levels of passive observation of the environment; and probing teams actively engage outsiders. Probing teams revise their knowledge of the environment through external contact, initiate programs with outsiders, and promote their team's achievements within their organization. In this study, they were rated as the highest performers among the teams, although member satisfaction and cohesiveness suffered in the short run. Results suggested that external activities are better predictors of team performance than internal group processes for teams facing external dependence. (Reprinted by permission of the publisher.)

Performance, Employee performance appraisals, Performance appraisals

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The timing of adaptive group responses to nonroutine events

Article Abstract:

Group adaptation to nonroutine events has been shown to be associated with information collection and transfer. This is evident in a study of airline crews who engaged in a high-workload flight simulation, and results show that the timing of key adaptive behaviors had a significant influence on crew performance. Performance was positively correlated with the frequency of information collection activities and negatively correlated with the amount of time required to engage in adaptive responses following nonroutine events.

Psychological aspects, Adaptability (Psychology), Flight attendants

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Attitudinal and behavioral effects of autonomous group working: a longitudinal field study

Article Abstract:

This article reports on a longitudinal study of autonomous work groups at a new and an established minerals processing plant. The results of the study support the proposition that employees in autonomous work groups report more favorable work attitudes than their counterparts in traditionally designed jobs but confirm previous findings of higher absenteeism and turnover among autonomous work groups. (Reprinted by permission of the publisher.)

Attitudes, Autonomy, Autonomy (Political science), Attitude (Psychology)

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