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Rice University research shows what your company can learn from gamers about teamwork

There's no "I" in team, but getting your coworkers on the same "we" perspective can be tough. Here's why it's important, according to Rice University's research. Pexels

You just got a promotion — along with a brand-new work team whose members barely speak to one another. But first-rate cooperation is essential if you're going to deliver for your client. So you decide to spend a month getting to know each of your workers.

One is competent but bitter, frustrated by years of small mistakes by a colleague, mistakes that add to her own workload. Another, the one making the mistakes, seems so distracted he may as well be working at another company. Others have their own quirks. And to make matters worse, another department is set to merge its employees with your creaky, cranky team in a few months. How are you going to understand all these individuals, much less get them into shape as a unit?

For many managers, training and reading can help provide guidance. Others may hire an outside consultant and resort to team-building activities. But where does that outside expertise — not to mention training and reading — come from? It's based on academic research.

Rice Business professor Utpal Dholakia and colleagues René Algesheimer of the University of Zurich and Richard P. Bagozzi of the University of Michigan are among the scholars updating what we know about the dynamics of group decisions. Starting with classic group behavior theory, the scholars developed a series of sociologically-based models for analyzing small teams.

To better understand the existing shared intentions and attachment between teammates, Dholakia and his colleagues used a novel set of questions to survey 277 teams of computer gamers, each comprised of three people. They ran the survey responses through variations of a classic model called the Key Informant, which depends on the observations of group members about the social relationships inside a group.

Next, the researchers applied a sociological theory called Plural Subject Theory, focused on what's known as "we-attitude." That's exactly what it sounds like: verbally and actively treating an endeavor as a group project.

The core of this theory, the notion that successful teams frequently use collective pronouns when they discuss themselves and cognitively conceive of themselves as "we," has been heavily studied. Groups whose members think in terms of "we" act more cohesively and are measurably more committed to collectively reaching their goal.

To enhance the way these attitudes are measured, Dholakia created multiple variations of a new model. These differ from previous models because they include information not just from a "key informant," but from every member of a group. The researcher asks group members questions about themselves, their impressions of others in the group, their impressions about how others in the group think of each member and impressions about the group as a whole. This longer, more elaborate approach offers fresh insights about a group's shared consciousness — which provides a valuable new research outcome.

The professors found that this revision of classic key informant model generally worked the best of the various group-analysis models they tested — even improving on the original key informant approach. Future researchers, Dholakia notes, should consider the context of the team situation to decide which configuration of members is best to analyze.

So the next time you find yourself nonplussed by a chaotic group dynamic at work, remember you are in time-honored company — and that help is out there. By updating the key informant model, Dholakia and his colleagues have added to the analytical toolbox something that can help whip that team into shape. Whether it's an army of accountants or a network of hospital workers, Dholakia writes, the first step to creating a real team is analyzing which intentions they truly share.

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This article originally appeared on Rice Business Wisdom.

Utpal Dholakia is the George R. Brown Professor of Marketing at Jones Graduate School of Business at Rice University.

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Building Houston

 
 

this one's for the ladies

Texas named a top state for women-led startups

A new report finds that the Lone Star State is ideal for female entrepreneurs. Photo via Getty Images

Who runs the world? According to Merchant Maverick's inaugural Best States for "Women-Led Startups'' study, Texas is a great place for women to be in charge.

The Lone Star state cracked the top 10 on the list, earning a No. 6 spot according to the small business reviews and financial services company, which based the study on eight key statistics about this growing segment of the economy. Colorado (at No. 1), Washington, Virginia, Florida, and Montana were the only states to beat out Texas on the rankings—leading the Merchant Maverick team to conclude that "the part of the country that lies west of the Mississippi is great for startups led by women entrepreneurs."

Women-led startups in Texas received $365 billion in VC funding in the last five years, the report found. This is the seventh largest total among U.S. states. Too, about 20 percent of Texans are employed at woman-led firms, which is the fifth highest percentage among states. Roughly 35 percent of employers in Texas are led by women.

A few other key findings that work in female founders' favor: The startup survival rate in Texas is nearly 80 percent. And a lack of state income tax "doesn't hurt either," the report says.

Still there are shortcomings. On a per capita basis, only 1.27 percent of Texas women run their own business. The average income for self-employed women is also relatively low ranking among states, coming in around $55,907 and landing at 31st among others.

This is not the first time Texas has been lauded as a land of opportunity for women entrepreneurs. A 2019 study named it the best state for business opportunities for women. Houston too has proven to support success for the demographic. The Bayou City was named in separate studies a best city for female entrepreneurs to start a business and to see it grow.

Still, as many findings have concluded, the realities of the pandemic loom for all startups and small business owners. The Merchant Maverick study was careful to add: "The pandemic has changed the economic landscape over the past year, and often for the worse.

"This means that not every metric may be able to accurately gauge how a state might fare amidst the pandemic," the report continues. "To help factor in COVID's impact, we included some metrics that take 2020 into account, but it will be a while until we get a full picture of the pandemic's devastation.""

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