Search results
Results From The WOW.Com Content Network
In this model groups are seen as having "a degree of independence and autonomy, but the dynamics of to and fro flow between them and their members, between them and their social settings, are considered crucial to their existence, viability and achievements". The connectedness (intimacy and closeness) is considered critical in this model.
In collaboration, respect is a critical component of group performance [citation needed] and is given and/or received in two distinctly different ways: The give none model of collaborative respect is seen when individuals or teams expect others to earn respect based on the actions of those persons. This often occurs inside organizations ...
The general group problem solving model (GGPS model) is a problem solving methodology, in which a group of individuals will define the desired outcome, identify the gap between the current state and the target and generate ideas for closing the gap by brainstorming. The result is list of actions needed to achieve the desired results.
Building on Tuckman's model and based on her own empirical research as well as the foundational work of Wilfred Bion, Susan Wheelan proposed a "unified" or "integrated" model of group development (Wheelan, 1990; Wheelan, 1994a). This model, although linear in a sense, takes the perspective that groups achieve maturity as they continue to work ...
The social identity approach suggests a more general approach to group decision-making than the popular groupthink model, which is a narrow look at situations where group and other decision-making is flawed. Social identity analysis suggests that the changes which occur during collective decision-making are part of rational psychological ...
Social group work and group psychotherapy have primarily developed along parallel paths. Where the roots of contemporary group psychotherapy are often traced to the group education classes of tuberculosis patients conducted by Joseph Pratt in 1906, the exact birth of social group work can not be easily identified (Kaiser, 1958; Schleidlinger, 2000; Wilson, 1976).
The input–process–output (IPO) model of teams provides a framework for conceptualizing teams. The IPO model suggests that many factors influence a team's productivity and cohesiveness . It "provides a way to understand how teams perform, and how to maximize their performance".
The Cockburn Scale categorizes projects according to "criticality" and "size". Process criticality is defined as the worst probable effect of an unremedied defect: Loss of Life (L) Loss of Essential Money (E) Loss of Discretionary Money (D) Loss of Comfort (C) Process size is defined as the size of the project's development staff.