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They are not events that happen, but merely mediators of the input-output relationship. Some of the “processes” are not actually processes, but rather characteristics of a team that develop and emerge as the team works together.The IPO model is too simplistic and does not accurately account for all the complex interactions that influence how a team performs.Forsyth (2010) outlined three limitations of the IPO model: Limitations Īlthough the IPO model of teams has proven to be useful, it is important to consider the limitations of this model as well. Team outputs were also categorized as productivity/performance, member satisfaction, and innovation by Landy & Conte (2009).
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Other outcomes are also important, such as changes in the team's cohesiveness, the degree to which the team learns to be prepared for future tasks, the uniqueness of the team’s solution, and whether it increases in efficiency through practice. Whether the team wins or loses, whether their product is of adequate quality, and whether they were successful in completing their goals efficiently are all questions of tangible outcome. Most often this refers to the team's tangible output – what they made, achieved, or accomplished. Outputs are the consequences of the team's actions or activities. Members' sense of commitment to the team.Maintenance of interpersonal relationships.Specifically, processes can be things such as: Processes include group norms, as well as a group’s decision making process, level of communication, coordination, and cohesion. Processes are operations and activities that mediate the relationship between the input factors and the team's outcomes. Environmental factors: how the team works with other teams, whether the team is part of an organization.Team-level factors: the resources the team has access to, how large the team is, how much time the team spends together, how close the team members are.Individual-level factors: team members’ personality traits, strengths, weaknesses, preferences, dislikes.Īs written by Forsyth (2010), inputs can include individual-level factors, team-level factors, and environmental-level factors. Inputs include any antecedent factors such as organizational context, task characteristics, and team composition that may influence the team itself, directly or indirectly.