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MGMT 5101
Chapter 10: Interpersonal and Group Process Approaches
| Term | Definition |
|---|---|
| process consultation | a relationship that lets clients perceive, understand, and act on the process events that occur in their internal and external environments, leading to improvement of the situation as defined by those clients |
| third-party intervention | having an outsider help to resolve dysfunctional interpersonal conflict; used only in special circumstances |
| team building | human process intervention that helps improve task and team performance, as well as interpersonal and problem-solving skills |
| The organization's design may be a more important driver of conflict than individual skill levels or group functioning problems. TRUE or FALSE? | TRUE |
| components of group effectiveness | 🔸goal clarity 🔸task structure 🔸composition 🔸group functioning 🔸performance norms |
| parts of group processes | 🔸communications 🔸functional roles of group members 🔸group problem-solving 🔸group norms 🔸use of leadership and authority |
| The functional roles of group members includes-- | 🔸task-related activities 🔸group-maintenance actions |
| the Johari window | a 2x2 graphic showing what's known or unknown to others and yourself; assists with individual interventions |
| parts of the Johari window | 🔸open window - known to self and others 🔸blind window - known to others, not to self 🔸hidden window - known to self, not to others 🔸unknown window - unknown to everybody |
| organizational citizenship behavior (OCB) | positive and constructive employee actions and behaviors that aren't a part of their formal job description (i.e. altruism, courtesy, sportsmanship, conscientiousness, and civic virtue) |
| examples of human processes | 🔸communication 🔸interpersonal relations 🔸decision making 🔸task performance |
| Edgar Schein's principles a process consultant should always follow (pp. 249-250) | 🔸be helpful 🔸stay in touch w/ the current reality 🔸 know what's unknown 🔸all actions are interventional 🔸client owns the problem & solution 🔸go w/ the flow 🔸timing! 🔸use teaching moments 🔸learn from your mistakes 🔸share the problem |
| types of basic process interventions | individual and group |
| How does a consultant help shrink the hidden window? | encouraging people to be open with others and to (appropriately) disclose their views, opinions, concerns, and emotions |
| How does a consultant help shrink the blind window | accessing their ignorance, sharing the problem, being curious, and helping individuals give feedback to others |
| When you see this card, review Jack Gibb's guidelines for effective feedback on page 251 under section 10-2a. | Quiz yourself by trying to list all steps from Gibb's guidelines. |
| group intervention | an intervention aimed to improve the process, content, or structure of multiple members |
| process intervention | an intervention that sensitizes members to their own internal operations and ability to analyze them; involves CQOs about their relationships; problem solving and decision making(P&D); and objectives |
| content intervention | an intervention that helps members determine what they need to work; entails CQOs about the group; agenda-setting, review, and testing procedures; interpersonal issues; and conceptual inputs on task-related topics |
| structural intervention | an intervention that helps members examine stable and recurring methods they use to accomplish tasks and deal with external issues |
| For the sake of this study set (MGMT 5101 Ch. 10), what does "CQOs" mean? | comments, questions, and observations as they pertain to group process interventions |
| What relationships are assessed in structural interventions? | relationships with authority, formal rules, and levels of intimacy |
| humble consulting | a relationship-building approach where the consultant adopts a caring attitude, commitment to helping, and curiosity and openness with the client and the system; may involve personal questions or concerns earlier in the process |
| examples of sources of conflict | 🔸task orientation 🔸misaligned goals 🔸goal interdependence 🔸group misperceptions 🔸competition for scarce resources |
| What is Dean Tjosvold's definition of "conflict", and why? | He defines "conflict" as "incompatible activities", allowing options for resolution, responsibility to be placed on those involved , and framing conflict as motivational and innovative. |
| Third-party interventions can be used to solve many interpersonal conflicts, as any conflict can potentially disrupt the change process. TRUE or FALSE? | FALSE. Third-party interventions aren't always appropriate, as many interpersonal conflicts aren't severe enough to be disruptive. |
| strategies for conflict resolution | 🔸understanding triggering factors and thereafter avoiding or blunting them 🔸limiting discussion of the conflict to certain settings 🔸helping parties cope differently with the consequences 🔸eliminating or resolving the root cause |
| Richard Walton's ingredients for helping third-party consultants achieve productive dialogue (p. 259) | 🔸mutual motivation to resolve things 🔸equal power of parties 🔸coordinated attempts to confront the conflict 🔸identifying differences and searching for integrative solutions 🔸product levels of tension and stress |
| Whenever you get this card, review William Dyer's readiness checklists for team building (pp. 264-265) in section 10-4. | Quiz yourself by naming at least 3 parts from each list. |
| the differences between team building and process consultation | 🔸Team building includes process consultation. 🔸PC is more focused on interpersonal relationships. 🔸TB is more focused on task performance and problem solving. |
| Team building activities can be oriented toward what behaviors and can be classified according to what purposes? | 🔸individual, group, or integration with organizational context 🔸diagnostic or development |
| Whenever you get this card, review William Dyer's table of categories of team-building interventions (p. 266). | Quiz yourself on what makes up the table. |
| Improvement activities that address an individual’s behavior in a group include coaching, limited feedback, and solving conflict independently. TRUTH or FALSE? | FALSE. Improvement activities that address an individual’s behavior in a group include coaching, 360-degree feedback, and assistance with conflict. |
| Diagnostic activities on the group's behavior and relation to the organization involve gathering WHAT through WHAT METHODS? (p. 266) | data through team surveys or interviews |
| A consultant must understand the group's role within the organization including interaction, support, and collaboration. TRUTH or FALSE? | TRUTH |
| What is the manager's responsibility in team building? | making sure groups are self-sufficient and self-analyzing |
| What is the consultant's responsibility, along with the manager's, in team building? | being more active in data collection, diagnosis, and action planning at first before the manager gradually takes over the team's development |
| personal management interview (PMI) | a follow-up intervention that stops potential fade-outs from off-site team building, in which a team leader negotiates roles with members, then holds regular individual meetings to solve problems and increase personal accountability |
Created by:
Sunny_the_Muse
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