Convenience

References:
Douglas Fischer, “Solving the Climate Dilemma
One Billion Emitters at a Time,”
Daily Climate
, http://www.
goodhousekeeping.com/home/green-living/the-daily-green,
accessed on January 1, 2014; Kitta McPherson, “New Prin-
ceton Method May Help Allocate Carbon Emissions
Responsibility among Nations,”
News at Princeton
, July 6,
2009, www.princeton.edu, accessed on January 1, 2014;
Shoibal Chakravarty et al., “Sharing Global CO
2
Emission
Reductions among One Billion High Emitters,”
Proceedings
of the National Academy of Sciences
, Vol. 106 (July 2009),
www.pnas.org, accessed on January 1, 2014; Stefan
Wuchty et al., “The Increasing Dominance of Teams in
Production of Knowledge,”
Sciencexpress
, www.kellogg
.northwestern.edu, accessed on January 1, 2014; and
Carbon Mitigation Initiative, “About the Carbon Mitigation
Initiative,” Princeton University, February 24, 2011, http://
cmi.princeton.edu, accessed on January 1, 2014.
SUSTAINABILITY MATTERS (Continued)
norms
Standards of
behavior that the
group accepts for
and expects of its
members
Chapter 13:
Managing Work Groups and Teams
4 0 5
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in a committee discussion or do not produce any more than you have to. In general,
these norms are counterproductive. Other groups may develop norms that limit the
lower bounds of behavior—for example, do not come to meetings unless you have read
the reports to be discussed or have produced as much as you can. These norms tend to
reflect motivation, commitment, and high performance. Managers can sometimes use
norms for the betterment of the organization. For example, Kodak successfully used
group norms to reduce injuries in some of its plants.
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