November 10, 2021
lynn.edu
UTILIZING WORK STYLE PREFERENCES TO
EFFECTIVELY MANAGE VARIOUS WORK
TEAM ARRANGEMENTS IN DYNAMIC
ORGANIZATIONAL SYSTEMS
Karyna Bihel, MBA
Graduate Student
College of Business & Management
Kristen Migliano, Ph.D.
Associate Professor
College of Business & Management
A Research Proposal
presented to ABR
2021 Boca Raton
Conference
November 10, 2021
lynn.edu
Research Proposal
Population:
Predetermined groups of graduate
students participating in a group project
during one term. Some groups random,
others established with consideration of
Work Styles. Some groups in a virtual
class environment, others in a traditional
in-person class.
Data Collection:
Initial survey inquiring of participants’
personal opinions on how they believe the
process will go in preparing the group
project. Participants are asked to consider
the difference in outcomes they expect
when paired with group members
intentionally, versus randomly. Attempt to
identify bias going into the study.
Post-project survey will focus on the
experience, the satisfaction level, and the
outcomes met.
Hypothesis:
Does implementing systems thinking to develop
organizational teams with the consideration of
individual work style preferences result in
increased group member satisfaction and
improved organizational performance?
Procedures:
All participants complete Deloitte “The Business
Chemistry” self-assessment
One half of the participants will receive team
assignments established by pairing opposites and
complementary functionality of Work Style
Preferences assessment results. The other
participants will self-organize, with no
consideration of Work Style preferences. Same
technique will be applied to an online course
alongside in-person class. Researcher
Observation and Interviewing will occur.
November 10, 2021
lynn.edu
Hypothesis
Does implementing systems thinking to develop
organizational teams with the consideration of individual
work style preferences result in increased group member
satisfaction and improved organizational performance?
Overview of the Problem
Group Member Disengagement/Remote Work Underperforming Work Teams
Ingenuine/Virtual Collaboration Lack of Thought Diversity
Disenfranchised Organizational Teams Disharmonious Work Practices
November 10, 2021
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Challenges in Managing Groups & Teams
• Communication
• Role Ambiguity
• Clear Expectations
• Work Style Preferences
• Conflict
– Task Conflict
– Process Conflict
– Relationship Conflict
November 10, 2021
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Types of Group Conflict
Process Conflict
Relationship
Conflict
Disagreement
about the
tasks or goals
Conflict about
how to
accomplish a
task, who is
responsible for
what, and how
things should be
delegated
Perceived
incompatibility
or differences
between
individuals or
groups
Source: Griffin, Phillips, & Gully (2020, p. 354)
Task Conflict
November 10, 2021
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Review of the Applicable Scientific Theories
& Supportive Literature
November 10, 2021
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Employee Engagement with RAMP:
Relatedness: positive relationships and a sense of connection with others.
Autonomy: Freedom to be self-directed
Mastery: Utilizing STRENGTHS!
Purpose: Aligning values & principles across people, processes, performance
Herzberg (1987)
Deci, E.L. (1971)
Self-
Determination
Theory:
core needs
contribute to
self-esteem &
psychological
well-being
November 10, 2021
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Strengths
“The task of leadership is to create an alignment of strengths
that make a system’s weaknesses irrelevant.” -
Peter Drucker
Systems
Thinking
Team
Design!
Cooperrider, D. L., Barrett, F.; & Srivastva, S. (1995)
Strengths Alignment
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Human Talent can impact outcomes in a direct and tangible way
Strengths-based cultures see 8% higher revenue per
employee compared with the average.
When individuals leverage their natural talents in their team roles,
greater profitability follows
Workgroups that receive strengths-based development
achieve an increase in profit of as much as 29%
To achieve this optimization, we must change the way people…….
Work!
Source: Gallup, 2018
Talent & Team Optimization
November 10, 2021
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Hypothetical Solution to the Problem
Hypothesis
Does implementing systems
thinking to develop
organizational teams with
the consideration of
individual work style
preferences result in
increased group member
satisfaction and improved
organizational performance?
The Application of:
I. Systems Thinking
II. Work Style Preferences
November 10, 2021
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I. Overview of Systems Thinking
Characterized by its holistic approach to entities and
phenomena
Focuses on the relation between parts, each’s objectives
Pursues each part’s function in relation to organizational
objectives
Parts of the whole are considered for their “Relatedness”
Ackhoff (1974)
Senge (1990)
November 10, 2021
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Ackhoff, R. (1974)
Senge, P. (1990) Skarzauskiene, A. (2010)
Tate, C. (2015)
Studies indicate systems
thinking principles can
become a valuable
foundation for managing a
high-performing organization.
Proposed Solution:
Construct Work Teams with
complementary Work Style
Preferences
A Systems Approach to Group Performance
Diversity in Strengths:
Differing Work Styles
improve cooperation,
team objectives/outcomes,
& organizational performance.
November 10, 2021
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II. Work Style Preferences
The Science of Teams in Organizations
“Business Chemistry”
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WORK STYLE
PREFERENCES
Every team is a mix
of the 4 Work
Style Types.
Getting the best out
of any combination.
Johnson-Vickberg,S,& Christfort, K. (2017)
Source: (Saia, 2018)
How Work Styles Impact
Team Chemistry
Recognizing WHO to delegate team
functions to
Identifying WHAT each style is
Energized by
Arranging WHEN work styles should
collaborate or individually contribute
Supporting HOW teams interact and
collaborate & avoiding divisiveness
Providing WHY with collective
purpose
Source: (Harbin, 2018)
November 10, 2021
lynn.edu
PIONEER = have these group members solve the WHY?
(focus on vision, big picture)
DRIVER = have these group members solve the WHAT?
(focus on results, goals)
GUARDIAN = have these group members solve the HOW?
(focus on planning, details)
INTEGRATOR = have these group members solve the WHO?
(focus on relationship, teamwork)
Utilizing Work Styles
Align: Create synergy by pairing opposites and capitalizing on differences
Stapper, B. (2018)
November 10, 2021
lynn.edu
Research Proposal
Population:
Predetermined groups of graduate
students participating in a group project
during one term. Some groups random,
others established with consideration of
Work Styles. Some groups in a virtual
class environment, others in a traditional
in-person class.
Data Collection:
Initial survey inquiring of participants’
personal opinions on how they believe the
process will go in preparing the group
project. Participants are asked to consider
the difference in outcomes they expect
when paired with group members
intentionally, versus randomly. Attempt to
identify bias going into the study.
Post-project survey will focus on the
experience, the satisfaction level, and the
outcomes met.
Hypothesis:
Does implementing systems thinking to develop
organizational teams with the consideration of
individual work style preferences result in
increased group member satisfaction and
improved organizational performance?
Procedures:
All participants complete Deloitte “The Business
Chemistry” self-assessment
One half of the participants will receive team
assignments established by pairing opposites and
complementary functionality of Work Style
Preferences assessment results. The other
participants will self-organize, with no
consideration of Work Style preferences. Same
technique will be applied to an online course
alongside in-person class. Researcher
Observation and Interviewing will occur.
November 10, 2021
lynn.edu
Proposed Research Instrument: Survey
Increased group member
satisfaction?
Level of satisfaction?
Level of fulfillment?
Types of conflict experienced?
Rate acceptance of process?
Describe the task process relationship
in relation to conflicts
Results intended achieved?
November 10, 2021
lynn.edu
Future Research Interests related to this study
Investigating
generational
differences
in Business
Chemistry
Implications
of Classroom
Chemistry
considering
Work Style
combinations
of Teacher &
Students
The role of
Positive and
Negative
Feedback
Loops in
Virtual Work
Groups
Parrish, S. (2011)
Source: (Bean, 2017)
Source: (Chappell, 2017)
November 10, 2021
lynn.edu
Ackoff, R. (1974). Redesigning the future: A systems approach to societal problems (1st ed., pp. 417–438). New York:
John Wiley & Sons.
Bean, S. (2017, September 27).
Millennial Stereotypes Debunked as Research Confirms They Display a Full Range of
Personality Types
. Insight. Retrieved from https://workplaceinsight.net/millennial-stereotypes-debunked-and-they-might-
even-have-a-variety-of-personality-types/
Chappell, J. (2017). Thinking Differently with Deloitte Business Chemistry. Retrieved from https://outandequal.org/wp-
content/uploads/2017/11/Joshua-Chappell-Thinking-Differently-with-Deloitte-Business-Chemistry.pdf
Cooperrider, D. L.; Barrett, F.; Srivastva, S. (1995), "Social construction and appreciative inquiry: A journey in
organizational theory", in Hosking, D.; Dachler, P.; Gergen, K., Management and Organization: Relational Alternatives to
Individualism, Aldershot, UK: Avebury, p. 157-200.
Deci, E. L. (1971). "Effects of externally mediated rewards on intrinsic motivation". Journal of Personality and Social
Psychology. 18: 105–115.
Gallup (2018). Strengths-based workplaces. Retrieved from
https://www.gallup.com/services/192827/organization-
greatest-potential-unlocked.aspx?g_source=link_WWWV9&g_medium=&g_campaign=item_&g_content=Strengths-
Based%2520Culture
Griffin, R., Phillips, J., & Gully, S. (2020). Organizational Behavior: Managing People and Organizations (13th
ed.). Boston, MA: Cengage Learning.
Harbin, P. (2018, March 4). 'Business Chemistry' is the Catalyst for Group Success. Retrieved from
https://coles.kennesaw.edu/news/stories/tetley-series-business-chemistry.php
Literature Review
November 10, 2021
lynn.edu
Literature Review, Cont’d.
Herzberg, F. (1987, September-October). One more time: How do you motivate employees? Harvard Business Review
65(5).
Johnson-Vickberg, S., & Christfort, K. (2017, March-April). Pioneers, Drivers, Integrators, & Guardians. Harvard Business
Review, p. 50-57
Parrish, S. (2011, October). Mental model: Feedback loops. [Farnam Street Blog]. Retrieved from
https://fs.blog/2011/10/mental-model-feedback-loops/
Saia, C. (2018, December 5). The best career advice I’ve ever received…embracing my inner “Pioneer”. LinkedIn. Retrieved
from
https://www.linkedin.com/pulse/best-career-advice-ive-ever-receivedembracing-my-inner-chuck-saia
Senge, P.M. (1990). The Fifth discipline: The art and practice of the learning organization. New York: Doubleday/Currency.
Skarzauskiene, A. (2010). Managing complexity: Systems thinking as a cataglys of the organization performance.
Measuring Business Excellence. 14(4), p. 49-64.
Stapper, B. (2018, November). How understanding the four workplace personalities can change your office for the better.
Forbes. Retrieved from
https://www.forbes.com/sites/theyec/2018/11/27/how-understanding-the-four-workplace-
personalities-can-change-your-office-for-the-better/#69e342a642c6
Tate, C. (2015). Differing work styles can help team performance. Harvard Business Review. Retrieved from
https://hbr.org/2015/04/differing-work-styles-can-help-team-performance
Literature Review, Cont’d.
November 10, 2021
lynn.edu
Kristen Migliano
Karyna Bihel
Questions
Feedback
Suggestions
Proposals
Audience
