Page 87 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

70 Chapter 3

TABLE 3.1
Boundary spanner Boundary Spanner Functions
functions and 1. Initiate transactions between the group and its environment to import and export
strategies resources.
2. Respond to the initiatives from outsiders.
3. Initiate temporary or permanent group membership.

Boundary Spanner Strategies
1. Ambassador
2. Task coordinator
3. Scout
4. Guard

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major factor contributing to group effectiveness. Their model describes different
ways teams can interact and identifies which boundary activities are likely to occur,
depending on particular organizational characteristics. They conclude that when
teams have congruent goals and greater interdependence, members are more
motivated to cooperate and collaborate, which should improve an organization’s
effectiveness.
Ancona and Caldwell, in a five-year study of product-development teams, further
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explored the behaviors of boundary spanners. Their research uncovered key strate-
gies these team members use to carry out their functions as boundary spanners. (See
Table 3.1.) When Norm solicited feedback from Reverend Lacy, he was acting in an
ambassadorial capacity for the church group. Ambassadors check out the environment
to see who supports the group; bring in information from the environment in sum-
mary form; and may also attempt to persuade outsiders to the desires, goals, and
importance of the group. Strategies involving task coordination occur when members
coordinate technical issues and thus tend to talk laterally across all relevant groups.
Members may address design problems, coordination of schedules and deadlines, and
securing resources needed by the group. Scouting activities involve general scanning of
the outside for relevant information and ideas that can be used by the group, including
figuring out what the competition is doing. Ambassadorial, task-coordination, and
scouting strategies all involve the group engaging its environment proactively. The last
strategy, guarding, is characterized by actions by the group to close itself off from
the environment. These efforts can be seen as a way the group has of controlling
information that may damage its profile.
Ancona and Caldwell argue fervently that a pattern of isolation is not benefi-
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cial to productive groups. Successful product teams engaged in consistent com-
munication with their environment. High levels of ambassador activity as well as
task coordination are necessary if product teams are to perform well. Groups that
remain cut off from their environments are low performers even if they believe they
have the necessary information to complete the task or that their output will be
judged independent of their process. Pacific Gas & Electric intentionally created a
boundary spanning initiative. The large utility company in California deliber-
ately went after customer feedback at every step of their planning and marketing

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