Having the same information is certainly not the same as sharing common approaches to thinking about problems. Nor is it equivalent to acquiescing independent thought to that of others (groupthink). Yet with all of the research on information sharing and group work in operations contexts, these distinctions have seldom been made. As normative researchers continue to pursue ways to incorporate human behavior into their models, this lack of distinction may prove misleading. Fortunately recent methods for measuring an individual’s strength in a particular approach to thinking have been applied to empirically demonstrate its value above and beyond other forms of expertise. Specifically the extent to which individuals share an understanding of system dynamics principles has been shown to yield performance benefits in team project settings. Competing against this view are recent normative models such as that of LiCalzi and Surucu (2012) in which such a lack of diversity contributes to phenomena such as groupthink, thus limiting the ability of a team to success in project work. This study reconciles these perspectives using the LiCalzi-Surucu model as a foundation for capturing competing effects on a typical performance measure for SCM technology implementation teams: schedule adherence. The results support the idea that both benefits and penalties may derive from increased levels of shared system dynamics understanding. The overall impact appears highly nonlinear. Nevertheless where there are certain domains in which benefits appear offset by losses, schedule adherence seems to be a strictly non-decreasing function of this understanding. Implications for both research and practice are discussed.
In this case study we identify the factors that influence the adoption of a new system in a major company in Saudi Arabia. We develop a theoretical framework to help derive better understanding of system adoption via socio-technical integration.
We formulation of 14 hypotheses that were tested via a survey of 42 system users. Management support and change management were found to be significant factors influencing system adoption. As a result, the 14 null hypotheses were rejected due to their statistical significance (p-value < 0.05). Discussions and recommendations for future research are discussed.
In this case study we identify the factors that influence the adoption of a new system in a major company in Saudi Arabia. We develop a theoretical framework to help derive better understanding of system adoption via socio-technical integration.
We formulation of 14 hypotheses that were tested via a survey of 42 system users. Management support and change management were found to be significant factors influencing system adoption. As a result, the 14 null hypotheses were rejected due to their statistical significance (p-value < 0.05). Discussions and recommendations for future research are discussed.
This document is part of an ongoing journey exploring why organizational change leads to success and why not. Key in this journey is the permanent interaction between universities, business schools and private and public companies. Collecting data via questionnaires is accomplished with case studies.
EFFECT OF SOCIABILITY AND CURIOSITY OF SENIOR DEVELOPERS IN BUILDING AGILE SC...ijseajournal
This paper aims to investigate the mechanisms that contribute to propagation of competence in an Agile
Scrum team. This study seeks to challenge the traditional view of bounded rationality (BR). An Agile Scrum
team (Team) is expected to build problem solving competence quickly as the expected ramp up time
continues to shrink. But the team has a mixture of expertise, competence and sociability levels that affect
out-of-the-box performance. The objective is to expand BR into the social realm and see how teams can
self-organize and reconfigure to allow effective problem solving. Studies have shown that agent-based
computational simulation is an appropriate technique to explore this point from a theoretical perspective.
(Fioretti, 2013) (Secchi, 2015). The first step is to define the problem, discuss how senior team members
exhibit high curiosity and apply sociability and cognitive resources to develop overall team competence.
This dynamic is modeled and simulated in NetLogoR and the results are analyzed. Finally, some key
findings are presented and discussed.
Effect of Sociability and Curiosity of Senior Developers in Building Agile Sc...ijseajournal
Submit your Research Articles!!
International Journal of Software Engineering & Applications(IJSEA)
ISSN:0975-3834 [Online]; 0975-4679 [Print]
ERA Indexed, H Index 31
Web Page URL : https://airccse.org/journal/ijsea/ijsea.html
current issue link: https://airccse.org/journal/ijsea/vol13.html
Effect of Sociability and Curiosity of Senior Developers in Building Agile Scrum Team Competency
Ravi Kalluri
Old Dominion University, USA
Abstract URL :https://aircconline.com/abstract/ijsea/v13n5/13522ijsea01.html
Article URL :https://aircconline.com/ijsea/V13N5/13522ijsea01.pdf
#abs #agent #basedmodeling #netlogo #teams #agile #scrum #knowledgemanagement
Submission System: https://airccse.com/submissioncs/home.html
Contact Us : ijseajournal@airccse.org or ijsea@aircconline.com
Individual based work structure could no longer meet the demands for smarter, faster and innovative solutions; organizations have adopted Distributed Teams
T OWARDS A S YSTEM D YNAMICS M ODELING M E- THOD B ASED ON DEMATELijcsit
If System Dynamics (SD) models are constructed based
solely on decision makers' mental models and u
n-
derstanding of the context subject to study, then the resulting systems must necessarily bear some d
e
gree of
deficiency due to the subjective, limited, and internally inconsistent mental models which led to t
he conce
p-
tion of these systems. As such, a systematic method for constructing SD models could be esse
n
tially helpful
in overcoming the biases dictated by the human mind's limited understanding and conceptualization of
complex systems. This paper proposes a
novel combined method to su
p
port SD model construction. The
classical Dec
i
sion Making Trial and Evaluation Laboratory (DEMATEL) technique is used to define causal
relationships among variables of a system, and to construct the corresponding Impact Relatio
n Maps
(IRMs). The novelty of this paper stems from the use of the resulting total influence m
a
trix to derive the
system dynamic's Causal Loop Diagram (CLD) and then define variable weights in the stock
-
flow chart
equations. This new method allows to overc
ome the subjectivity bias of SD
mode
ling while projecting D
E-
MATEL in a more d
y
namic simulation environment, which could significantly improve the strategic choices
made by an
a
lysts and policy makers
DALL-E 2 - OpenAI imagery automation first developed by Vishal Coodye in 2021...MITAILibrary
Vishal Coodye is an MIT fellow who has contributed to the Robotics & AI Technology since 2010. His contributions to the scientific comminity brings the world to new horizons. MIT. Library. USA.
CIS1140 – Database Concepts and Programming Research Paper.docxclarebernice
CIS1140 – Database Concepts and Programming
Research Paper Details
Database Concepts and Programming | 1
This research paper requires you to compare and contrast the impact of using “hard systems
methodology” (HSM) versus “soft systems methodology” (SSM) on the areas relevant to the
process of design and development of databases. You need to investigate what SSM is as well
as to understand its underlying assumptions. I have included an overview of HSM below.
Database design and development projects are commonly undertaken within the context of
process improvement & process engineering projects, and represent one of the very important
components of the overall information systems development (ISD) effort of an organization. A
common characteristic of various ISD projects is the use of an ISD methodology, which is
commonly defined as a collection of procedures, techniques, tools and documentation aids
used by IS developers to build Information Systems (IS). Despite the presence of some common
traits, existing methodologies differ widely in their concepts, methods, beliefs, values, and
normative principles.
The complexity of the ISD process is inextricably linked to the complexity of the organizational
environment. In order to reduce the complexity of the context and the complexity of the
process of ISD, IS developers build a model of the environment of the future IS, and rely on that
model in designing the new IS. Clearly, the choice of a particular modeling approach is linked to
the ontological, epistemological, social-contextual, and representational assumptions that IS
designers make about the environment they seek to represent via these models. Consequently,
no two methodologies would lead the developers along the same ISD path, and each path, in
turn, would result in a different IS. As a result of the underlying differences no two projects,
guided by the different methodologies, will produce the same IS, same process models, and the
same data/information models.
Currently, the majority of ISD methodologies employed to build IS are so-called functionalist
methodologies, characterized by the relatively high level of complexity and formality in their
diagrams, notations, and models. These functionalist methodologies are often selected due to
their maturity, popularity, and widespread acceptance. Moreover, these methodologies have
proven their ability to be used effectively in a wide range of development situations, including
large-scale complex projects.
The problems of the traditional functionalist methodologies, however, are many. In general, the
pitfalls are associated with an objectivist approach to the organization and organizational data.
Specifically, functionalism views an organization as a collection of distinct physical structures
and boundaries that rarely undergo radical change and with a visible hierarch and fixed job
CIS1140 – Database Concepts and Programming
Research Paper De ...
Although initially designed for co-located teams, agile methodologies promise mitigation to the challenges present in distributed software development with their demand for frequent communication. We examine the application of agile practices in software engineering teams with low geographical distribution in Austria and Germany. To gather insights on challenges and benefits faced by distributed teams we conduct interviews with eleven representatives and analyse the interview transcripts using the inductive category formation method. As a result, we identify four major challenges, such as technical obstructions or the impediments different language abilities have on communication, and four benefits, regarding collaboration and information radiation, that agile methods yield in distributed teams. Based on our analysis of challenges and benefits, we deduct seven recommendations to improve collaboration, overcome distance and avoid pitfalls. Key recommendations for teams with low geographical distance include that teams should get together at certain points to build relationships and trust and share information face-toface.
Agile Distributed Software Development in Nine Central European Teams: Challe...ijcsit
Although initially designed for co-located teams, agile methodologies promise mitigation to the challenges present in distributed software development with their demand for frequent communication. We examine the application of agile practices in software engineering teams with low geographical distribution in Austria and Germany. To gather insights on challenges and benefits faced by distributed teams we conduct interviews with eleven representatives and analyse the interview transcripts using the inductive category formation method. As a result, we identify four major challenges, such as technical obstructions or the impediments different language abilities have on communication, and four benefits, regarding collaboration and information radiation, that agile methods yield in distributed teams. Based on our analysis of challenges and benefits, we deduct seven recommendations to improve collaboration, overcome distance and avoid pitfalls. Key recommendations for teams with low geographical distance include that teams should get together at certain points to build relationships and trust and share information face-toface.
ENHANCING DELPHI METHOD WITH ALGORITHMIC ESTIMATES FOR SOFTWARE EFFORT ESTIMA...ijseajournal
Literature review shows that more accurate software effort and cost estimation methods are needed for
software project management success. Expert judgment and algorithmic model estimation are two
predominant methods discussed in the literature. Both are reported almost at the comparable level of
accuracy performance. The combination of the two methods is suggested to increase the estimation accuracy.
Delphi method is an encouraging structured expert judgment method for software effort group estimation
but surprisingly little was reported in the literature. The objective of this study is to test if the Delphi estimates
will be more accurate if the participants in the Delphi process are exposed to the algorithmic estimates. A
Delphi experiment where the participants in the Delphi process were exposed to three algorithmic estimates
–Function Points, COCOMO estimates, and Use Case Points, was therefore conducted. The findings show
that the Delphi estimates are slightly more accurate than the statistical combination of individual expert
estimates, but they are not statistically significant. However, the Delphi estimates are statistically significant
more accurate than the individual estimates. The results also show that the Delphi estimates are slightly less
optimistic than the statistical combination of individual expert estimates but they are not statistically
significant either. The adapted Delphi experiment shows a promising technique for improving the software
cost estimation accuracy.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
This document is part of an ongoing journey exploring why organizational change leads to success and why not. Key in this journey is the permanent interaction between universities, business schools and private and public companies. Collecting data via questionnaires is accomplished with case studies.
EFFECT OF SOCIABILITY AND CURIOSITY OF SENIOR DEVELOPERS IN BUILDING AGILE SC...ijseajournal
This paper aims to investigate the mechanisms that contribute to propagation of competence in an Agile
Scrum team. This study seeks to challenge the traditional view of bounded rationality (BR). An Agile Scrum
team (Team) is expected to build problem solving competence quickly as the expected ramp up time
continues to shrink. But the team has a mixture of expertise, competence and sociability levels that affect
out-of-the-box performance. The objective is to expand BR into the social realm and see how teams can
self-organize and reconfigure to allow effective problem solving. Studies have shown that agent-based
computational simulation is an appropriate technique to explore this point from a theoretical perspective.
(Fioretti, 2013) (Secchi, 2015). The first step is to define the problem, discuss how senior team members
exhibit high curiosity and apply sociability and cognitive resources to develop overall team competence.
This dynamic is modeled and simulated in NetLogoR and the results are analyzed. Finally, some key
findings are presented and discussed.
Effect of Sociability and Curiosity of Senior Developers in Building Agile Sc...ijseajournal
Submit your Research Articles!!
International Journal of Software Engineering & Applications(IJSEA)
ISSN:0975-3834 [Online]; 0975-4679 [Print]
ERA Indexed, H Index 31
Web Page URL : https://airccse.org/journal/ijsea/ijsea.html
current issue link: https://airccse.org/journal/ijsea/vol13.html
Effect of Sociability and Curiosity of Senior Developers in Building Agile Scrum Team Competency
Ravi Kalluri
Old Dominion University, USA
Abstract URL :https://aircconline.com/abstract/ijsea/v13n5/13522ijsea01.html
Article URL :https://aircconline.com/ijsea/V13N5/13522ijsea01.pdf
#abs #agent #basedmodeling #netlogo #teams #agile #scrum #knowledgemanagement
Submission System: https://airccse.com/submissioncs/home.html
Contact Us : ijseajournal@airccse.org or ijsea@aircconline.com
Individual based work structure could no longer meet the demands for smarter, faster and innovative solutions; organizations have adopted Distributed Teams
T OWARDS A S YSTEM D YNAMICS M ODELING M E- THOD B ASED ON DEMATELijcsit
If System Dynamics (SD) models are constructed based
solely on decision makers' mental models and u
n-
derstanding of the context subject to study, then the resulting systems must necessarily bear some d
e
gree of
deficiency due to the subjective, limited, and internally inconsistent mental models which led to t
he conce
p-
tion of these systems. As such, a systematic method for constructing SD models could be esse
n
tially helpful
in overcoming the biases dictated by the human mind's limited understanding and conceptualization of
complex systems. This paper proposes a
novel combined method to su
p
port SD model construction. The
classical Dec
i
sion Making Trial and Evaluation Laboratory (DEMATEL) technique is used to define causal
relationships among variables of a system, and to construct the corresponding Impact Relatio
n Maps
(IRMs). The novelty of this paper stems from the use of the resulting total influence m
a
trix to derive the
system dynamic's Causal Loop Diagram (CLD) and then define variable weights in the stock
-
flow chart
equations. This new method allows to overc
ome the subjectivity bias of SD
mode
ling while projecting D
E-
MATEL in a more d
y
namic simulation environment, which could significantly improve the strategic choices
made by an
a
lysts and policy makers
DALL-E 2 - OpenAI imagery automation first developed by Vishal Coodye in 2021...MITAILibrary
Vishal Coodye is an MIT fellow who has contributed to the Robotics & AI Technology since 2010. His contributions to the scientific comminity brings the world to new horizons. MIT. Library. USA.
CIS1140 – Database Concepts and Programming Research Paper.docxclarebernice
CIS1140 – Database Concepts and Programming
Research Paper Details
Database Concepts and Programming | 1
This research paper requires you to compare and contrast the impact of using “hard systems
methodology” (HSM) versus “soft systems methodology” (SSM) on the areas relevant to the
process of design and development of databases. You need to investigate what SSM is as well
as to understand its underlying assumptions. I have included an overview of HSM below.
Database design and development projects are commonly undertaken within the context of
process improvement & process engineering projects, and represent one of the very important
components of the overall information systems development (ISD) effort of an organization. A
common characteristic of various ISD projects is the use of an ISD methodology, which is
commonly defined as a collection of procedures, techniques, tools and documentation aids
used by IS developers to build Information Systems (IS). Despite the presence of some common
traits, existing methodologies differ widely in their concepts, methods, beliefs, values, and
normative principles.
The complexity of the ISD process is inextricably linked to the complexity of the organizational
environment. In order to reduce the complexity of the context and the complexity of the
process of ISD, IS developers build a model of the environment of the future IS, and rely on that
model in designing the new IS. Clearly, the choice of a particular modeling approach is linked to
the ontological, epistemological, social-contextual, and representational assumptions that IS
designers make about the environment they seek to represent via these models. Consequently,
no two methodologies would lead the developers along the same ISD path, and each path, in
turn, would result in a different IS. As a result of the underlying differences no two projects,
guided by the different methodologies, will produce the same IS, same process models, and the
same data/information models.
Currently, the majority of ISD methodologies employed to build IS are so-called functionalist
methodologies, characterized by the relatively high level of complexity and formality in their
diagrams, notations, and models. These functionalist methodologies are often selected due to
their maturity, popularity, and widespread acceptance. Moreover, these methodologies have
proven their ability to be used effectively in a wide range of development situations, including
large-scale complex projects.
The problems of the traditional functionalist methodologies, however, are many. In general, the
pitfalls are associated with an objectivist approach to the organization and organizational data.
Specifically, functionalism views an organization as a collection of distinct physical structures
and boundaries that rarely undergo radical change and with a visible hierarch and fixed job
CIS1140 – Database Concepts and Programming
Research Paper De ...
Although initially designed for co-located teams, agile methodologies promise mitigation to the challenges present in distributed software development with their demand for frequent communication. We examine the application of agile practices in software engineering teams with low geographical distribution in Austria and Germany. To gather insights on challenges and benefits faced by distributed teams we conduct interviews with eleven representatives and analyse the interview transcripts using the inductive category formation method. As a result, we identify four major challenges, such as technical obstructions or the impediments different language abilities have on communication, and four benefits, regarding collaboration and information radiation, that agile methods yield in distributed teams. Based on our analysis of challenges and benefits, we deduct seven recommendations to improve collaboration, overcome distance and avoid pitfalls. Key recommendations for teams with low geographical distance include that teams should get together at certain points to build relationships and trust and share information face-toface.
Agile Distributed Software Development in Nine Central European Teams: Challe...ijcsit
Although initially designed for co-located teams, agile methodologies promise mitigation to the challenges present in distributed software development with their demand for frequent communication. We examine the application of agile practices in software engineering teams with low geographical distribution in Austria and Germany. To gather insights on challenges and benefits faced by distributed teams we conduct interviews with eleven representatives and analyse the interview transcripts using the inductive category formation method. As a result, we identify four major challenges, such as technical obstructions or the impediments different language abilities have on communication, and four benefits, regarding collaboration and information radiation, that agile methods yield in distributed teams. Based on our analysis of challenges and benefits, we deduct seven recommendations to improve collaboration, overcome distance and avoid pitfalls. Key recommendations for teams with low geographical distance include that teams should get together at certain points to build relationships and trust and share information face-toface.
ENHANCING DELPHI METHOD WITH ALGORITHMIC ESTIMATES FOR SOFTWARE EFFORT ESTIMA...ijseajournal
Literature review shows that more accurate software effort and cost estimation methods are needed for
software project management success. Expert judgment and algorithmic model estimation are two
predominant methods discussed in the literature. Both are reported almost at the comparable level of
accuracy performance. The combination of the two methods is suggested to increase the estimation accuracy.
Delphi method is an encouraging structured expert judgment method for software effort group estimation
but surprisingly little was reported in the literature. The objective of this study is to test if the Delphi estimates
will be more accurate if the participants in the Delphi process are exposed to the algorithmic estimates. A
Delphi experiment where the participants in the Delphi process were exposed to three algorithmic estimates
–Function Points, COCOMO estimates, and Use Case Points, was therefore conducted. The findings show
that the Delphi estimates are slightly more accurate than the statistical combination of individual expert
estimates, but they are not statistically significant. However, the Delphi estimates are statistically significant
more accurate than the individual estimates. The results also show that the Delphi estimates are slightly less
optimistic than the statistical combination of individual expert estimates but they are not statistically
significant either. The adapted Delphi experiment shows a promising technique for improving the software
cost estimation accuracy.
Similar to System Dynamics Understanding: Part II - Connectivity-groupthink or heightened completeness (20)
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
2. Bendoly - Connectivity-groupthink or heightened completeness?
Distinct… But distinctions that have seldom been made in the OM literature. As normative researchers
pursue ways to incorporate human behavior into models, this lack of distinction may prove misleading.
Accepting information from
others (sharing information).
Accepting the conclusions
drawn from that information
(drawn by others). In some
cases ceding interpretation to
others (groupthink).
f(a, b) f(a, b)Accepting approaches to thinking
about information and drawing
conclusions (e.g. sharing similar
systems views on the nature of
information and connections).
(Some) Forms of sharing in team problem solving
3. Bendoly - Connectivity-groupthink or heightened completeness?
Fortunately recent methods for measuring an individual’s strength in a particular
approach to thinking have been applied to empirically demonstrate its value
above and beyond other forms of expertise (Bendoly 2013).
Specifically the extent to which individuals share an understanding of system
dynamics principles has been shown to yield performance benefits in team project
settings. Competing against this view are recent normative models such as that of
LiCalzi and Surucu (2012) in which such a lack of diversity contributes to
phenomena such as groupthink, thus limiting the ability of a team to success in
project work.
Bendoly 2013
LiCalzi and Surucu 2012
4. Bendoly - Connectivity-groupthink or heightened completeness?
LiCalzi and Surucu (2012) start with the assumption that given a problem (or project)
assigned to a team of workers, the graph ( ) represents the landscape of possible
solutions (eg. implementation tactics) individuals on that team may be aware of. The
term “ ” represents the probability that an individual fully aware of one of these
solutions, and its likely performance implications, is simultaneously aware of another of
the solutions on this graph. It is essentially a “completeness-likelihood”, with regard to
connections made across the space of the graph. Clearly the larger the number of
possible solutions, which is often massive for many real world team problems, the more
complex the graph and the less likely (given 0 < < 1) any one individual would be able to
come up with the best solution on his/her own. A greater completeness-likelihood ( )
certainly helps, but for highly complex problems having a sufficiently high value of would
also seem increasingly hard to come by (LiCalzi and Surucu 2012). This is where the
power of the team can come in… sometimes, as LiCalzi and Surucu argue (2012).
5. Bendoly - Connectivity-groupthink or heightened completeness?
Aside from scale (eg. group size, m), the two main factors which impact the likelihood of
team success in the LiCalzi-Surucu model include the graph completeness-likelihood ( ),
and what we can refer to as the level of connectivity-groupthink ( ). As implied, this is
fairly specific form of groupthink. In a sense it represents a correlation in p across team
members. According to LiCalzi and Surucu (2012), as the strength of this groupthink
increases across team members, each member’s awareness of possible solutions
becomes increasingly similar (John only knows of the solutions 5, 12 and 13; his
colleagues Kim and Andrew also know of 5 and very likely also know of 12 and 13). Based
on recent discussions of barriers in group dynamics such as apprehension and production
blocking, it is also possible for connectivity-groupthink to represent the tendency for
team members to inhibit ideas from entering the team’s set of solution (Kavadias and
Sommer 2009). At an extreme ( =1), according to the argument of LiCalzi and Surucu
(2012), no amount of team growth will increase its ability to succeed. That is, the team’s
awareness of solutions is no better than any one member thinking about tactics
independently, regardless of how large the team. More moderate levels of >0 allow
some benefits of group size to emerge.
7. Bendoly - Connectivity-groupthink or heightened completeness?
Figure 1. General Predictive Form of the LiCalzi-Surucu Model, with m=5
8. Bendoly - Connectivity-groupthink or heightened completeness?
Table 1. Possible roles of shared system dynamics understanding (SSDU)
in the LiCalzi-Surucu model
MODEL 1: No Impact
SSDU does not heighten graph
completeness-likelihood among
team members, but also does not
encourage connectivity-groupthink
MODEL 2 : Only Costs
SSDU does not heighten graph
completeness-likelihood among
team members, but encourages
connectivity-groupthink
MODEL 3 : Only Benefits
SSDU heightens graph
completeness-likelihood among
team members, but does not
encourage connectivity-groupthink
MODEL 4 : Mixed Effects
SSDU heightens graph
completeness-likelihood among
team members, but also
encourages connectivity-groupthink
9. Bendoly - Connectivity-groupthink or heightened completeness?
chosen population for examination in this study involved collocated teams charged with SCM
software implementation projects, as extensions to pre-existing enterprise system back-ends.
The software developer, one of the largest vendors in that global market space, provided
company contact information on 5,514 of its clients. Starting with this data, and through
coordinated efforts with the leading members of the Supply Chain Council, APICS, and PMI, we
obtained contact information for project team leaders of 4,175 implementations carried out in the
US between 2003-2012. These team leaders played a critical role in both serving as the source
of objective data on the nature of these projects as well as a source for additional contact
information for the team members. Through those leaders access to a total of 856 (20.5%)
possible project data points was made possible. The team member contacts associated with
these projects included 5,754 individuals
to ensure faithful representation of team dynamics within projects, only a subset of interview
and survey data would be used in the final analysis. To strengthen the interpretability of the
final sample, we applied a minimum project inclusion criterion of 50% team representation,
similarly employed by Haas (2006) and based on Hackman (2002). Among those represented
by at least one interviewed team member, 279 projects met this criterion. This final number
represented 32.6% of the original 856 prospective projects in the target sample. The final
count of project team members used in analysis was 1,344 (23.4% of the original team member
list provided by the team leaders).
10. Bendoly - Connectivity-groupthink or heightened completeness?
In order to convert from the individual ISDU scores to a team-wide shared system
dynamics understanding (SSDU) score, a simple Euclidean distance approach was adopted
(c.f. Harrison and Klein 2007; Tsui et al. 1992).
In the above, I is the total number of team-members for which data was available. The
denominator scales the calculation to account for the number of comparisons made for
each team member (I-1) and the maximum score on the S-BI protocol (MaxISDU=56).
The result is a variable that ranges from 1 (perfect similarity) to a minimum level of 0
(maximal distinctness).
11. Bendoly - Connectivity-groupthink or heightened completeness?
Table 2. NLMIXED Maximum Likelihood results for Schedule Adherence
and Estimated Antecedent Structures for Variants of the LiCalzi-Surucu Model
12. Bendoly - Connectivity-groupthink or heightened completeness?
Figure 2. Estimated Effects of Shared System Dynamics Understanding (Model 4)
Very initially completeness-likelihood ( ) gains from increased SSDU appear to offset groupthink.
As SSDU increases, groupthink losses begin to match completeness-likelihood gains (those still at
the lower end of the ISCU scale acquiesce?). Further on, individuals are more inclined to share
information and ideas (not just adopt those of others), increasing typical completeness-likelihoods
held by team members, dominating the detractions of groupthink for additional gains in SSDU.
13. Bendoly - Connectivity-groupthink or heightened completeness?
Implications for Research
Similarity in System Dynamics Understanding:
• Proves a relevant predictor of theorized latent variable effects of connectivity-
groupthink ( ) and graph completeness-likelihood ( ) [Absence of SSDU in
predictive models reduces model fit by more than 40% of Ngl-R2 0.410]
• The strength of the SSDU effect is only realized in the context of the LiCalzi-
Surucu model, and appears appreciably reduced in less sophisticated models
(eg. simple Logistic) that pick up less fit to empirical observation (Ngl-R2
0.338).
• Use of sophisticated normative approaches (LiCalzi-Surucu model) in
conjunction with novel and relevant empirical metrics (SSDU) prove useful ---
suggest a solid path for future related investigation.
14. Bendoly - Connectivity-groupthink or heightened completeness?
Implications for Practice
• Cause to promote not only individual-level SDU but also SSDU within groups.
Training programs, reassessments incorporated in group design, etc.
• Temper expectations of direct benefits: Incremental adjustments to SSDU for
teams already in a performance inelastic region may see no benefit until
completeness-likelihood gains once again outstrip connectivity-groupthink
losses.
• Recast managerial views of groupthink in general. If it turns out that groupthink
is often accompanied by other phenomena that provide net gains to
performance, efforts to minimize groupthink (eg. limiting certain kinds of team
interactions) may be counter-effective. Context-specific.
18. Bendoly - Connectivity-groupthink or heightened completeness?
APPENDIX: Adjustments to S-BI Protocol used Scenario B:
Scenario B: Project Leader Perception / Project Team Worker Self-Perception
SAY: Okay, let’s now look at this issue: The way a project team worker sees/perceives him or herself, and the way a project leader sees/perceived that
worker.
LEVEL 1: Begin by asking a very open-ended question:
SAY: “I’d like you to tell me one possible story about the relationship between (1) the way a project team worker sees themselves (in terms of how good or
not they are as project workers in the team context) and (2) the project leader’s perception of that worker (or how the project leader sees that worker)”
LEVEL 2:
SAY: “How might these two issues be interrelated? What do you think happens to both the project worker’s and the project leader’s perceptions over time?
Can you draw that (e.g. in a object-arrow diagram form)?
LEVEL 3: (Unless these issues are already elaborated on by participant in previous points, continue…)
SAY: “What happens next?” or, “So, if a project leader thinks a project group member is not a good worker, what may happen to the worker’s view of
his/her own abilities?” “How long do you think it takes for this change in perception to occur?”
LEVEL 4:
SAY: “Can you think of other situations that feel the same as this (improving or worsening over time) behavior?”
Scenario F: Red Flags / Fixes / Team Leader Attitude
SAY: Does the project leader often ask you to fix work done on the project (e.g. red-flagged items)?
LEVEL 1:
SAY: “Tell me a story about a possible relationship between the quality of progress on a project (how many red-flags project work seems to give rise to) and
the level of happiness of the project team leader.”
LEVEL 2:
SAY: “How might the (1) total number of project red-flags and (2) your project leader’s attitude be connected? What do you think happens to these two
issues over time?”
LEVEL 3: (Unless these issues are already elaborated on by participant in previous points, continue…)
SAY: “What happens next?” or, “So, if a lot of red-flags are raised, then what happens?” (note, first response may be something like “Project leader gets
upset”). “Okay, So what happens next?”
LEVEL 4:
SAY: “Can you think of other situations that feel the same as this? Can you think of examples that have this same kind of up and down behavior?”