Obasi Haki Akan, Eric P. Jack and Anju Mehta
This study aims to examine the relationship between concrescent conversation environment (CCE), psychological safety and team effectiveness. Although CCE has been known to…
Abstract
Purpose
This study aims to examine the relationship between concrescent conversation environment (CCE), psychological safety and team effectiveness. Although CCE has been known to influence team outcomes, little is known about how it influences them. Integrating the social constructionist and social psychology perspectives, this study argues that CCE ignites a climate of psychological safety resulting in “joint-action” necessary for positive team outcomes.
Design/methodology/approach
Survey data were collected from 301 team members from US firms operating in different industries. Data were analyzed using SmartPLS.
Findings
The study establishes CCE as an antecedent to psychological safety and demonstrates that psychological safety mediates the relationship between CCE and team effectiveness.
Research limitations/implications
This is one of the initial studies to show how verbal behaviors socially construct team dynamics in the shape of psychological safety to influence team outcomes. In doing so, the authors advance the theory pertaining to the role of social exchanges in team processes and outcomes.
Practical implications
The results provide insights on how managers can improve team outcomes by influencing the conversational environment of the team to elicit feelings of psychological safety. The results also suggest that managers must focus on relational outcomes as well, along with performance outcomes.
Originality/value
From a social constructionist perspective, team development is built upon the verbal behaviors of the members as they pursue tasks. However, the extant group dynamics literature undervalues conversations’ role in team processes and outcomes. This is the first study that examines the link between a team's conversational environment, psychological safety and team outcomes.
Details
Keywords
To provide an alternative paradigm to traditional group development research in understanding how group performance is constructed through conversation by its members.
Abstract
Purpose
To provide an alternative paradigm to traditional group development research in understanding how group performance is constructed through conversation by its members.
Design/methodology/approach
In this qualitative field study, empirical data was collected on the performing stage of two work groups. Searle's speech act categories were used to analyze the conversation of group members. Using grounded theory a model is inductively constructed by examining the individual communication pieces (i.e. speech acts) and putting those pieces back together into a coherent frame.
Findings
This study proposes that during the performing stage of work group talk, a unique type of describable verbal behavior, termed concrescent conversation, is present which enables group member's ability to “contribute to task success” – being a more productive group.
Practical implications
How productive groups are is a highly relevant issue to managers in complex organizations. In the new workplace, groups are the primary work unit used to achieve business goals. Understanding how groups develop and how to improve their performance is of primary interest to managers and leaders of successful organizations.
Originality/value
What is required to make groups productive? Taking a social constructionist's perspective to this question means acknowledging the social constructionist's view that conversation helps produce reality and that group productivity is a communication‐driven phenomenon. The study explores conversation's role in one phase of Tuckman's group development model – the performing stage. The goal is to extend the understanding of group performance and to be better able to create and sustain productive groups