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| Author: | Naquin, C.E. Tynan, R.O. |
| Title: | The Team Halo Effect: Why Teams Are Not Blamed for Their Failures |
| Journal: | Journal of Applied Psychology
2003 : APR, VOL. 88:2, p. 332-340 |
| Index terms: | TEAM WORK TEAM DEVELOPMENT MANAGEMENT DEVELOPMENT PERFORMANCE MANAGEMENT |
| Freeterms: | Team Cognition |
| Language: | eng |
| Abstract: | The team halo effect means that teams tend not to be blamed for their failures, a phenomenon studied by the authors. Having conducted two studies, the authors found evidence that the nature of casual attribution processes used to diagnose failure scenarios lead to individuals being more likely to be identified as the cause of team failure than the team as a collective. Additionally, team schema development, influences this effect, with individuals individuals who have more team experience being less likely to show the team halo effect. |
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