innovation in task groups: newcomers as change agents john levine
TRANSCRIPT
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Innovation in Task Groups: Newcomers as Change Agents
John Levine
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Innovation in Task Groups
• Innovation requires groups to consider and accept new ideas
• But groups often lack the motivation and/or ability to generate such ideas
– Routines (Gersick & Hackman)
– Brainstorming (Paulus; Stroebe)
• Newcomers = a potential source of new ideas
– May have a fresh perspective based on prior experience
– Do not have strong personal ties to other members
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Newcomer Influence
• Oldtimers are often reluctant to listen to newcomers
– Distrust people who have not proven themselves
– Comfortable with familiar task routines and roles
– Prefer to discuss shared, rather than unshared, information
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Newcomer Influence
Outcome of explicit or implicit negotiation between newcomer(s) and oldtimers
Newcomers must produce ideas Motivation Ability
Oldtimers must accept these ideas Group factors Newcomer factors
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Oldtimers’ Acceptance of Newcomers’ Ideas
Group factors
Strategy choice Performance optimism
Newcomer factors
Behavioral style Expertise Shared social identity
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Computer-Based Air Surveillance Task
Teams composed of a Commander and two Specialists
Specialists monitor changing characteristics of multiple planes in a simulated airspace and report information to Commander
Commander integrates plane information and continuously updates threat levels for planes
Team members communicate via an email system
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Team Task
Coordinated action by team members
Distributed expertise
Role and status differences
Multi-faceted and rapidly-changing information
Stress and time pressure; performance-contingent payoffs
Reliance on computers for information access and transmission
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Airspace to Be Monitored
Airspeed Range Direction Altitude Corridor Radar Angle Weapons
YBX=91TJ7=65NW9=30
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Altitude
Low Threat : More than 30,000 feet
Medium Threat : 15,000 ~ 30,000 feet
High Threat : Less than 15,000 feet
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Range
Low Threat : More than 80 miles
Medium Threat : 40 ~ 80 miles
High Threat : Less than 40 miles120 4080
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Procedure
• Overview of task
• Role assignment and training
• Strategy choice/assignment
• Pre-newcomer shift(s)
• Performance feedback
• Newcomer entry
• Emailing period– Newcomer suggests new strategy– Oldtimers accept/reject strategy
• Post-newcomer shift
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Variables Investigated
• Group’s strategy choice
• Group’s performance optimism
• Newcomer’s behavioral style
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Newcomer Influence
0
20
40
60
80
No Choice Choice
Strategy Choice
Prop
ortio
n of
Tea
ms
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20
10
30
40
50
60
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80
90
100
Shift 1 Shift 2
Team Performance
High Performance Optimism
Medium Performance Optimism
Low Performance Optimism
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Newcomer Influence
0
20
40
60
80
100
Low Moderate High
Performance Optimism
Prop
ortio
n of
Tea
ms
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Newcomer Influence
0
20
40
60
80
Assertive Nonassertive
Newcomer Behavioral Style
Prop
ortio
n of
Tea
ms
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When Might Performance, Choice, and AssertivenessHave Different Effects?
Low expected performance might not produce more receptivity to newcomer influence When “radical” actions are required to implement innovation When failure is extreme (learned helplessness)
Low strategy choice might not produce more receptivity to newcomer influence When team has worked on task for a long time (routines) - ownership When imposed strategy has high credibility
High assertiveness might not produce more receptivity to newcomer influence When assertiveness is perceived as arrogance When assertiveness is perceived as substitute for expertise
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Caveats
• Newcomers are not the only source of good ideas
• Newcomers’ ideas are not always good
• Newcomers’ mere presence can harm group performance– They often lack knowledge/skills– Socialization absorbs time and energy
• Implementing innovation (from any source) can be costly– Can require substantial resources– Can produce interpersonal conflict and stress (e.g., role ambiguity, increased
workload)– Can reduce group members’ cohesion and task commitment