Intergroup behaviour and collaboration pdf

In the sections that follow, we identify three key barriers to effective coordination and collaborative information sharing across organizational boundaries: intergroup bias, group territoriality, and poor negotiation norms. We then recommend ways of overcoming each of the barriers to promote organizational success. shared superordinate group membership is that intergroup relations are challenging and hamperedby,inwhichpeopletendtobebiasedinfavouroftheirowngroup.Thisbiascan be relatively innocuous, but it can also run deep and be associated with polarized identities, deep outgroup antipathy, and destructive actions (Dovidio & Gaertner, 2010; consider some of the issues that impede collaboration. The professionals involved in the discussion have identified the following major barriers to collaboration with other professionals. 1. Client protection — The counsellor must obtain informed, written consent prior to sharing any information. Although this ensures client autonomy and In this way, this study demonstrates the empowering potential of intergroup leader- ship and intergroup relational identification for employees who collaborate across group barriers. We finish this paper by discussing the main implications for both em- powerment and intergroup leadership theory, suggesting fruitful avenues for future values such as trust, collaboration, empowerment, participation and open confrontation of conflict. Since OD practitioners are concerned with changing behavior through developing commitment to new norms this normative stance is not surprising. Both the contingent and normative perspectives are valid given the demands for high Following social interdependence theory (Deut sch, 1949), we define intergroup competition as a social situation in which the goals of different groups are linked in such a way that goal achieve ment by any one group reduces the ability of other groups to reach their respective goals. The authors report the results of 3 studies examining the potential effects of various features of ethnonyms on intergroup behavior, indicating that among indigenous African cultures, indigenous Native American cultures, and African Americans, intergroup hostility was greater among in-groups characterized by less complex ethnonyms. 17 PDF collaboration that ignore social structures are likely to be biased. Under this view, knowledge is not something that is handed down from one partner to another. Rather, knowledge is co-constructed through interactions among collaborators. This approach emphasizes that the whole of group behavior is more than the sum of its individual parts. Fol- lowing social interdependence theory (Deutsch, 1949), we suggest that enhanced participation and collaboration—the benefits typically associated with increasing intergroup competition in a static context (one in which no change in groups' mem- bership occurs)—result in elevated group creativ- ity. Research on the cognitions, emotions, and motivations underlying intergroup conflict has a long history in psychology. In fact, intergroup conflict has even been named the "problem of the century" in social psychology (Fiske, 2002). 1 This research has concerned such diverse topics as perceptions of group membership, behavioral consequences of categorizing oneself and others into groups Intergroup relations have been studied systematically for more than 60 years and have becom