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FRONT COVER -- LOOKING BACK, MOVING FORWARD: A REVIEW OF GROUP AND TEAM-BASED RESEARCH -- COPYRIGHT PAGE -- CONTENTS -- LIST OF CONTRIBUTORS -- FOREWORD -- STUDYING DYNAMICS WITHIN GROUPS -- LOOKING BACK -- APPROACHES TO STUDYING TEMPORAL MODELS OF DYNAMIC GROUP PROCESS -- LOOKING FORWARD -- CONCLUDING THOUGHTS -- NOTE -- ACKNOWLEDGMENT -- REFERENCES -- LEADERSHIP IN SMALL GROUPS AND TEAMS: TOWARD A THEORY OF GROUP LEADERSHIP -- FOUR FUNCTIONS OF GROUP LEADERSHIP -- A LOOK AT EXISTING LEADERSHIP THEORIES AGAINST OUR PROPOSED LEADERSHIP FUNCTIONS -- CONCLUSIONS -- REFERENCES -- MICROPOLITICS: A NEW MODEL OF STATUS HIERARCHIES IN TEAMS -- DEFINING STATUS HIERARCHY -- THE FUNCTIONALIST PERSPECTIVE OF STATUS HIERARCHIES -- THE DOMINANCE PERSPECTIVE OF STATUS HIERARCHIES -- EVIDENCE SUPPORTING THE FUNCTIONALIST MODEL -- ENDURING MYSTERIES ABOUT STATUS HIERARCHIES IN GROUPS -- AN INTEGRATIVE MODEL: MICROPOLITICS THEORY -- SUMMARY AND FUTURE DIRECTIONS -- REFERENCES -- THE FAR-REACHING EFFECTS OF POWER: AT THE INDIVIDUAL, DYADIC, AND GROUP LEVELS -- POWER AT THE INDIVIDUAL LEVEL: POWER MAKES THE PERSON -- THE DYADIC LEVEL OF POWER: HOW MUCH ATTENTION WE PAY TO OTHERS -- WHO ACQUIRES POWER -- THE GROUP LEVEL EFFECTS OF POWER: HIERARCHY AND PERFORMANCE -- FUTURE DIRECTIONS -- CONCLUSION -- REFERENCES -- THE NATURE OF COLLECTIVE REACTIONS TO POTENTIAL TRANSGRESSIONS -- INTRODUCTION -- LOOKING AT THE PAST -- LOOKING AT THE FUTURE -- CONCLUSION -- REFERENCES -- MANAGING CONFLICT IN GROUPS AND TEAMS: CONFLICT ABOUT CONFLICT -- THE CONFLICT DEBATE: CONFLICT ABOUT CONFLICT -- RESOLVING THE CONFLICT DEBATE? META-ANALYSES REGARDING VARIOUS CONFLICT TYPES AND OUTCOMES -- CONFLICT ASYMMETRY -- SUMMARY -- ACKNOWLEDGMENTS -- REFERENCES -- POLITICAL CORRECTNESS AND GROUP COMPOSITION: A RESEARCH AGENDA -- DEFINING THE PC NORM -- DISTINGUISHING THE PC NORM FROM COLORBLINDNESS -- THE EMERGENCE OF THE PC NORM IN TEAMS -- UNCERTAINTY REDUCTION: THE PSYCHOLOGICAL UNDERPINNINGS OF THE PC NORM -- THE EFFECTS OF THE PC NORM ON GROUP PERFORMANCE -- POLITICAL INCORRECTNESS IN HOMOGENEOUS GROUPS -- CONCLUSIONS AND IMPLICATIONS OF THE PC NORM IN GROUPS -- REFERENCES -- DELUSIONS OF HOMOGENEITY? REINTERPRETING THE EFFECTS OF GROUP DIVERSITY -- LOOKING BACK AT THE UP AND DOWNSIDES OF DIVERSITY -- DELUSIONS OF HOMOGENEITY? -- CONCLUSION -- REFERENCES -- CHALLENGES AND OPPORTUNITIES FOR GROUP LEARNING AND GROUP LEARNING RESEARCHERS -- DEFINITIONS -- INTACT GROUPS -- MEMBERSHIP DISPERSED GROUPS -- GEOGRAPHIC DISPERSION -- COMBINED EFFECT OF MEMBERSHIP AND GEOGRAPHICAL DISPERSION -- GROUP AND ORGANIZATIONAL LEARNING -- ACKNOWLEDGMENTS -- REFERENCES -- TECHNOLOGY AND TEAMS: THE NEXT TEN YEARS -- FROM OUR SNAPSHOT IN 2000 AND WHERE I HOPE WE’RE GOING -- ACTIONABLE RESEARCH: HELPING TEAMS BUILD ON OUR VAST BODY OF RESEARCH -- THE NEXT TEN YEARS -- NOTES -- REFERENCES -- ENGAGING GROUPS AND ORGANIZATIONAL DECISIONS: A SOCIAL DILEMMA PERSPECTIVE -- WHY USE GROUPS TO MAKE DECISIONS? -- THE UNREALIZED PROMISE OF GROUP DECISION-MAKING -- THE SOCIAL DILEMMA OF GROUP DECISION-MAKING -- FOSTERING ENGAGEMENT IN GROUP DECISION-MAKING -- THE DOWNSIDE OF DUTY: MINDLESS MINDFULNESS? -- CONCLUSIONS -- REFERENCES -- TIME PRESSURE, PERFORMANCE, AND PRODUCTIVITY -- PERFORMANCE AND PRODUCTIVITY UNDER TIME PRESSURE -- THE EFFECT OF TIME PRESSURE ON SOLITARY PERFORMANCE -- TIME PRESSURE IN COOPERATIVE INTERACTION -- MEETINGS -- LOOKING FORWARD -- CONCLUSIONS -- ACKNOWLEDGMENT -- REFERENCES -- TOWARD BETTER UNDERSTANDING OF INTERACTION DYNAMICS IN MULTICULTURAL TEAMS: A STATUS PERSPECTIVE -- PROMINENT EXISTING THEORETICAL PERSPECTIVES AND FINDINGS ON MULTICULTURAL TEAMS -- STATUS PERSPECTIVE ON MULTICULTURAL TEAM DYNAMICS AND OUTCOMES -- CONCLUSION -- REFERENCES -- WHEN IDENTITIES, INTERESTS, AND INFORMATION COLLIDE: HOW SUBGROUPS CREATE HIDDEN PROFILES IN TEAMS -- HOW INTERESTS SHAPE SUBGROUP DYNAMICS -- HOW IDENTITIES SHAPE SUBGROUP DYNAMICS -- DIFFERENT ASSUMPTIONS IN COALITION AND FAULTLINE RESEARCH -- HOW SUBGROUPS SHAPE INFORMATION SHARING AND CREATE HIDDEN PROFILES -- CONCLUSION -- NOTE -- REFERENCES -- EPILOGUE -- .