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Positive interdependence is an element of cooperative and collaborative learning where members of a group who share common goals perceive that working together is individually and collectively beneficial, and success depends on the participation of all the members.
It is a concept of "unity without uniformity and diversity without fragmentation" [1] that shifts focus from unity based on a mere tolerance of physical, cultural, linguistic, social, religious, political, ideological and/or psychological differences towards a more complex unity based on an understanding that difference enriches human ...
The demographic diversity of members of a team describes differences in observable attributes like gender, age or ethnicity. Several studies show that individuals who are different from their work team in demographic characteristics are less psychologically committed to their organizations, less satisfied and are therefore more absent from work. [2]
A Harvard Business School study reported that culture has a significant effect on an organization's long-term economic performance. The study examined the management practices at 160 organizations over ten years and found that culture can impact performance.
The forces that push group members together can be positive (group-based rewards) or negative (things lost upon leaving the group). The main factors that influence group cohesiveness are: members' similarity, [ 15 ] [ 16 ] group size, [ 17 ] entry difficulty, [ 18 ] group success [ 19 ] [ 20 ] and external competition and threats.
There is a highly significant and positive relationship that exists between delegation and trust between an individual employee and management. [2] Leaders are able to empower subordinates through the sharing of supervisor power. [5] This leads to positive reinforcement of the supervisor's role, builds morale and generates organisation trust. [5]
It is distinct from team training, which is designed by a combination of business managers, learning and development/OD (Internal or external) and an HR Business Partner (if the role exists) to improve the efficiency, rather than interpersonal relations. These teams have built small ocean-going rafts as part of a team building exercise.
Since the introduction of co-cultural theory in "Laying the foundation for co-cultural communication theory: An inductive approach to studying "non-dominant" communication strategies and the factors that influence them" (1996), Orbe has published two works describing the theory and its use as well as several studies on communication patterns and strategies based on different co-cultural groups.