Perceptions of Turning Points and Dialectical Interpretations in Organizational Team Development  

Oleh:

Erbert, Larry A. ; Mearns, Gerri M. ; Dena, Samantha

Jenis: Article from Bulletin/Magazine
Dalam koleksi: Small Group Research vol. 36 no. 1 (2009), page 21-58.
Topik: dialectics; turning points; organizational teams; retrospective interviews
Fulltext: 21.pdf (219.53KB)

Isi artikel

This study examined perceptions of turning points and six dialectical contradictions for organizational team development. Sixty-three team members were interviewed utilizing a revised version of the Retrospective Interview Technique (RIT). After turning points were identified, a questionnaire was administered to determine the centrality or importance of six dialectical contradictions for each turning point. The six contradictions were autonomy versus connection, predictability versus novelty, openness versus closedness, team versus individual, dominance versus submission, and competence versus incompetence. Turning point types clustered around issues of cohesion, project development, socialization, member change, competence, workload, and conflict. Questionnaire results revealed that team versus individual and competence versus incompetence were rated as significantly more important and dominance versus submission was significantly less important than the other three contradictions.

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