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6.
Share information, recognizing that XERS have grown up with PCs
and are used to getting immediate feedback. If you don't provide it, you
will be seen as hoarding needed data and you will inhibit productivity.
7.
Focus on results since XERS are often quite pragmatic.
8.
Motivate with the work. XERS are not motivated by pep talks about
the greater good of the organization. Their motivation comes from
within and has to do with the intrinsic nature of the team's work.
9.
Reward team and individual contributions. XERS are tuned in to
“what's in it for me” (WIIFM); but let the team decide the best way
to provide for individual contributions and consider non-financial
incentives such as trips, training opportunities,
flexible work sche-
dules, and work from home, as options.
FAULT LINES IN TEAMWORK THAT LEAD TO CONFLICT
AND LOWERED PRODUCTIVITY
Li and Hambrick (2005) studied what they call fault lines or variables that
negatively influence group performance and found that the larger a factional
fault line (the amount of significant demographic difference in a team), the
greater the emotional conflict in a group. Large fault lines also give rise to
task conflict, or intellectual opposition among members concerning the
content of the tasks being performed. When team members are of widely
differing backgrounds, they bring divergent experiences and frames of ref-
erence to problem-solving, which each member takes to be valid. As a
result of differing experiences, members may disagree on supervisory poli-
cies, risk-taking, control systems, urgency, and other factors. Factions that
differ widely in their backgrounds diverge in completing tasks and in their
knowledge of alternatives and their estimates of consequences attached to
alternatives. These differences will emerge as task conflict.
The authors found that the larger a factional fault line, the greater the
task conflict in a group, leading to behavioral disintegration. Conflict can
be thought of as emotional or cognitive, and it negatively impacts com-
munication, collaboration, and social interaction. Hambrick (1994) devel-
oped the concept of behavioral integration to explain why some groups
function well while others don't. Behavioral integration has three indica-
tors: how well information is exchanged, collaborative behavior, and joint
decision-making. Disintegration is an expected by-product of conflict in
a group. If emotional conflict is great, and members dislike each other,
they try to avoid each other and compartmentalize their tasks.
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