Can a team have too much cohesion? The dark side to network density

Wise, Sean

doi:10.1016/j.emj.2013.12.005

Cited by 113 publications

(98 citation statements)

References 40 publications

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“…This curvilinear relationship has been observed between team cohesion operationalized as network density and team performance for work teams in a service organization (Wise, 2014). While most teams will likely benefit from at least some level of team cohesion, situations should be identified in which very high levels of cohesion would be undesirable.…”

Section: Areas Of Future Researchmentioning

confidence: 85%

Selecting and Composing Cohesive Teams

Bell¹,

Brown²

2015

Team Cohesion: Advances in Psychological Theory, Methods and Practice

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Teams are best positioned for success when certain enabling conditions are in place such as the right mix of individuals. Effective team staffing considers team members' knowledge, skills, abilities, and other characteristics (KSAOs) as well as the configuration of team member KSAOs and their relations, called team composition. In practice, however, how to integrate team composition considerations into team staffing to facilitate outcomes such as team cohesion can seem nebulous. The purpose of this chapter is to describe how team member KSAOs and their configurations and relations affect team cohesion, and suggest how this information can inform team staffing. We frame team cohesion as an aspect of team human capital to understand when it may be an important consideration for staffing. We describe multilevel considerations in staffing cohesive teams. We summarize theories that link team composition to team cohesion via interpersonal attraction, a shared team identity, and team task commitment. Finally, we propose a six-step approach for staffing cohesive teams, and describe a few areas for future research.

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Section: Areas Of Future Researchmentioning

confidence: 85%

Selecting and Composing Cohesive Teams

Bell¹,

Brown²

2015

Team Cohesion: Advances in Psychological Theory, Methods and Practice

View full text Add to dashboard Cite

show abstract

“…Network density, like group cohesion (Wise, 2014), may be defined as: "a dynamic process that is reflected in the tendency for a group to stick together and remain united in the pursuit of its instrumental objectives and/or for the satisfaction of member affective needs" (Carron, Brawley, & Widmeyer, 1998, p. 213). Network density, like group cohesion (Wise, 2014), may be defined as: "a dynamic process that is reflected in the tendency for a group to stick together and remain united in the pursuit of its instrumental objectives and/or for the satisfaction of member affective needs" (Carron, Brawley, & Widmeyer, 1998, p. 213).…”

Section: Communication Intensitymentioning

confidence: 99%

“…Network density, like group cohesion (Wise, 2014), may be defined as: "a dynamic process that is reflected in the tendency for a group to stick together and remain united in the pursuit of its instrumental objectives and/or for the satisfaction of member affective needs" (Carron, Brawley, & Widmeyer, 1998, p. 213). We are interested in the density of communication since we believe that all forms of communication matter in shaping team dynamics and provide a good measure of team cohesiveness (Carron et al, 1998;Mullen & Copper, 1994;Wise, 2014). We are interested in the density of communication since we believe that all forms of communication matter in shaping team dynamics and provide a good measure of team cohesiveness (Carron et al, 1998;Mullen & Copper, 1994;Wise, 2014).…”

Section: Communication Intensitymentioning

confidence: 99%

“…Network density provides information about the number of linkages among the actors in a network. Network density, like group cohesion (Wise, 2014), may be defined as: "a dynamic process that is reflected in the tendency for a group to stick together and remain united in the pursuit of its instrumental objectives and/or for the satisfaction of member affective needs" (Carron, Brawley, & Widmeyer, 1998, p. 213). We use ego density of the OR team's communication within its network to capture the intensity of interaction within the OR (Tichy, Tushman, & Fombrun, 1979).…”

Section: Communication Intensitymentioning

confidence: 99%

See 1 more Smart Citation

The impact of planning and communication on unplanned costs in surgical episodes of care: Implications for reducing waste in hospital operating rooms

Dreyfus

Nair

Rosales

2019

J of Ops Management

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This ethnographic study of more than 90 surgeries (referred to as episodes of care) identifies the antecedents to operating room (OR) supply waste. The study specifically considers the role of planning instances and communication patterns among members of the surgery team on supply waste within the OR. We operationalize planning instances in terms of the number of changes to the physician preference card (PPC), the key document that is used to plan items needed for surgery. Communication patterns among members of the surgery team are captured by measuring the density of communication among the OR team members during an episode of care. The unplanned costs during an episode of care are used as a measure of OR supply waste. Hundreds of hours were spent observing episodes of care and tracking supplies. A combination of participant-observation, survey, and secondary data were analyzed to extract theoretical and practical insights. The results show that planning instances have a curvilinear relationship with unplanned costs. In particular, as the number of changes to the PPC increases, unplanned costs first increase and then decrease. Higher density of the OR team's communication network is associated with lower unplanned costs. This study has significant theoretical and managerial implications that we discuss and offer directions for future research. K E Y W O R D Seconometric analysis, ethnography, healthcare, operating room, physician preference card, planning, social network analysis, team communication, unplanned costs, waste

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“…A forma como as redes estão estruturadas afetam de forma significativa a capacidade de um grupo de transferir e absorver conhecimento, além de afetar o desempenho da equipe (Fritsch & Kauffeld-Monz, 2009), como resultado, a relação entre coesão do grupo e desempenho da rede é estritamente positiva (Wise, 2014). Para que a cooperação e aprendizagem sejam efetivas, se faz necessário o estabelecimento de relações entre os parceiros baseadas no compromisso (BenavidesEspinosa & Ribeiro-Soriano, 2014).…”

Section: Introductionunclassified