By Michael A. Hogg, Scott Tindale
This guide offers an authoritative, updated evaluation of the social psychology of team procedures. the subjects lined contain workforce judgements, juries, team remembering, roles, prestige, management, social id and crew club, socialization, crew functionality, negotiation and bargaining, emotion and temper, computer-mediated communique, companies and psychological future health.
- Provides an authoritative, updated assessment of the social psychology of staff processes.
- Written through top researchers from around the globe to supply a vintage and present evaluation of analysis in addition to supplying an outline of destiny traits in the area.
- Includes assurance of team judgements, juries, staff remembering, roles, prestige, management, social identification and team club, socialization, staff functionality, negotiation and bargaining, emotion and temper, computer-mediated verbal exchange, corporations and psychological health.
- Essential interpreting for any severe pupil of team behavior.
- Now on hand in complete textual content on-line through xreferplus, the award-winning reference library on the net from xrefer. for additional info, stopover at www.xreferplus.com
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Extra info for Blackwell Handbook of Social Psychology: Group Processes
1990). , 1996) have shown that shared decision biases or heuristics can produce similar deviations from symmetric majority processes. For example, Tindale (1989) showed that biased feedback procedures intended to produce conservative hiring or promotion practices allowed minorities voting against a job candidate’s promotion to win out over majorities favoring promotion. Tindale, Sheffey, and Scott (1993) found that groups given the “loss” version of the standard “Asian Disease” problem (Tversky & Kahneman, 1981) would choose the riskier alternative even when a majority of the members favored the less risky alternative (see also Laughlin & Early, 1982).
They argue that these are only moderately stable. Third, members need a shared “team interaction model” so that they can coordinate their activities and have complete and efﬁcient lines of communication. These are also seen as moderately stable. Finally, they deﬁne the “team model” as the knowledge, skills, preferences, and tendencies of the team members. These obviously change as a function of turnover in the group. Thus, they might remain stable for longterm groups with few member changes, but could change rapidly as members are replaced.
On looking into the black box: Prospects and limits in the search for mental models. Psychological Bulletin, 100, 349–363. Sawyer, J. E. (1997). Information sharing and integration in multifunctional decision-making groups. Paper presented at the Society of Judgment and Decision Making Annual Meeting, Philadelphia, PA. , & Insko, C. A. (1992). The discontinuity effect: Generality and mediation. In W. Stroebe & M. ), European review of social psychology (pp. 121–151). Chichester, UK: Wiley. , Tindale, R.