Why is the *team* climate so interesting?
Team climate: considering the size and diversity of many organizations, team climate may be more relevant to group innovation than organizational climate.
(because of greater interaction frequency, task interdependence and
existence of a common goal in teams as compared to entire organizations)
(because of greater interaction frequency, task interdependence and
existence of a common goal in teams as compared to entire organizations)
Tags: deck 4, tci
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4 Factors of the team climate inventory
- 1. Vision
- 2. Participative safety
- 3. Task orientation
- 4. Support for Innovation
Tags: deck 4, tci
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Definition TCI-Factor #1: Vision
Clarity of and commitment to shared team objectives or vision;
Definition of vision: an idea of a valued outcome reflecting a
higher-order goal and a motivating force at work.
Definition of vision: an idea of a valued outcome reflecting a
higher-order goal and a motivating force at work.
Tags: deck 4, tci
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Definition TCI-Factor #2: Participative safety
Sense of safety within the group, i.e. non-threatening interpersonal
atmosphere of trust and support
Active involvement in decision-making and group interactions
atmosphere of trust and support
Active involvement in decision-making and group interactions
Tags: deck 4, tci
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Definition TCI-Factor #3: Task orientation
Shared concern with excellence of performance quality;
Emphasis on individual and team accountability, mutual monitoring, intra-team advice and critical-constructive appraisals
Emphasis on individual and team accountability, mutual monitoring, intra-team advice and critical-constructive appraisals
Tags: deck 4, tci
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Definition TCI-Factor #4:Support for innovation
Expectation, approval and practical support of innovation
attempts (rather than routinely rejecting or ignoring them);
includes both articulated and actually enacted support
attempts (rather than routinely rejecting or ignoring them);
includes both articulated and actually enacted support
Tags: deck 4, tci
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TCI & work demand: Results
TCI alleviated the negative effects of high work demands
(Work demands negatively related to organizational performance when TCI was low (solid line) but not when TCI was high (dotted line))
(Work demands negatively related to organizational performance when TCI was low (solid line) but not when TCI was high (dotted line))
Tags: deck 4, tci
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Results TCI & comparison research vs, dev teams
Stronger pattern of relationships between TCI factors and innovation in research teams, probably because of greater scope and expectation to be innovative
In research teams, the 2 TCI dimensions support for innovation and task orientation yielded the strongest positive relationships with 3 indicators of innovation.
In research teams, the 2 TCI dimensions support for innovation and task orientation yielded the strongest positive relationships with 3 indicators of innovation.
Tags: deck 2, tci
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Result: TCI Meta-analysis (Hülsheger)
3 of the 4 strongest findings emerged for TCI factors (vision, support for innovation, task orientation)
weaker results for participative safety
weaker results for participative safety
Tags: deck 4, tci
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Results: Why is TCI factor #4 "participative safety" in Hülsheger's Meta-analysis not so strong?
too much intragroup safety might reduce productive conflict and enhance conformity
(Zuviel "Kuschel" verhindert produktiven Konflikt und sorgt für Konformität)
(Zuviel "Kuschel" verhindert produktiven Konflikt und sorgt für Konformität)
Tags: deck 4, tci
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3 practical implications of the TCI results:
(Klausur!)
(Klausur!)
What implications for practice and management in organizations arise from our series of findings?
Interventions should focus on providing the group with
Team members as well as team leaders and higher management
have to find a balance
Supervisors and team leaders should strive to provide the team with clearly stated, shared and visionary goals.
Interventions should focus on providing the group with
- high norms for innovation
- and creating a climate that is open to change
- and error friendly
Team members as well as team leaders and higher management
have to find a balance
- in truly supporting each other in developing and implementing new ideas
- and at the same time monitoring and critically appraising each other
Supervisors and team leaders should strive to provide the team with clearly stated, shared and visionary goals.
Tags: deck 4, tci
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Kartensatzinfo:
Autor: Florian
Oberthema: BWL
Thema: Human Side of Innovation
Schule / Uni: TU Berlin
Ort: Berlin
Veröffentlicht: 13.07.2013
Tags: Innovation
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