Ideas

• parallel entry of, 241

• refinement and evaluation of, 241

Ideation, 216

Identifiability, increasing, 34–35

Identity. See Team identity

Identity fusion, 106

Identity, group, 105–6

Identity questionnaires, 309

Illegitimate accountability, 193

Implementation power, 304

Implicit in-group metafavoritism, 321

Implicit leadership theories (ILT), 290–91

• expectations, 291

• leader is worthy of influence (LWI), 290–91

• status, 291

• uncertainty factors, 291

Implicit trust, 120

Impossibilities, 221

Improvement teams, 270

Incentive-based trust, 119

Incentive pay, 46, 48–50

Inconclusive conditions, 174

Incremental theories, leadership

• random selection, 284

• seating arrangements, 284

Independent self orientation, 308–9

Indigenous team members, 270

Indirect communication, 354, 355

Indirect influence, 203

Indirect speech acts, 134–35

Individual accountability, 232

Individual brainstorming, 224, 227

Individual decision making, 167–71

• biases, 163–67

Individual integrating roles, 270

Individualism, 354

Individual judgment averaging rule, 169

Individual pay, 59

Individuals, creative, 222–23

Individual self, 308

Individual training, for conflict resolution, 211

Industrial example, of 360-degree

• evaluations, 59–60

• feedback, 49

• program development, 59–62

Inert knowledge problem, 20–21

Inflation bias, 62

Informal communication, loss of, 335

Informal modeling, loss of, 336

Information, 139, 337

Informational clones, 138

Informational influence, 187

Informational power, 296

Information broker, 265

Information dependence problem, 137–47

• common information effect, 138–40

• group polarization and, 187

• hidden profile, 140–42

• information sharing best practices, 142–47

Information distribution, 139, 143

Information load, increasing, 143

Information manager, 144

Information redundancy, 139

Information sharing best practices, 142–47

Information technology, 6, 331, 336

• cross-cultural teamwork, 352–56

• manager’s role, 6

• place-time model of social interaction, 331–40

• virtual teams, 344–52

• work environment, 6

• virtual team work, performance of, 347–52

Information types, awareness of, 145

In-group bias, 320–22

In-groups, 310–11

Inhibition. See Social inhibition

Innovation, 216

• team longevity and, 159–61

• turnover and, 127–28

Innovation Jams (IBM), 240

Instant messaging, 339

Institutional support, 325

Insulating teams, 250–51

Interaction, place-time model, 332

Integration, 41, 42, 270

Integrity, 193–94, 351–52

Intelligence

• cultural, 352–53

• emotional, 114–14

• leadership and, 281

Interaction effect, 242

Interdependence, 4

• See also Task interdependence

Interdependent self orientation, 308–10

Interests

• alignment of, 84–85

• self-interest versus group interest, 310

Interests-based response, 209–10

Intergroup conflict, 316–19

• biases associated with, 319–24

• reducing, 324–27

Internal attribution, 108

Interpersonal relations

• coaching and, 101–2

• in virtual teamwork, 351

Interpersonal skills, 88, 89, 153

Interpreters, 254

Interteam relations, 313–19

• personal and team identity, 312

• postmerger behavior, 315–16

• social comparison, 313–14

• team discontinuity effect, 314

• team rivalry, 314–15

• See also Intergroup conflict

Interteam respect, 313

Intervention, research-based, 20

Intrateam respect, 313

Intrinsic interest, 66–67

In vivo experience, 158

Involvement promoting, 35

Iran-Contra scandal, 172

Iraq, U.S. invasion of, 171

Itinerant team members, 269–70