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65 Cards in this Set
- Front
- Back
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Team Charter
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-Builds alignment across org
-Explicitly describes what team is expected to accomplish -Elements: Desired outcomes, factors to measure success, procedures for providing feedback |
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Team Contract
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-Bonds the team
-States roles, responsibilities, processes, & goals -Keystone for the team |
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What does it mean to go on the balcony? (3 steps)
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Mentally step back from the situation, give you perspective
3 steps: Stop, Look, Listen Stop-Count to 10, deep breath Look-Look inside for natural reactions, emotions Listen-Listen to understand, hear out your emotions |
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What is a team?
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A small number of people with complementary skills committed to a common purpose, performance goals, and approach for which they each hold themselves mutually accountable
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What 4 characteristics define teams?
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1. Small Number
2. Common purpose, goals, approach 3. Complementary skills 4. Mutual accountability |
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Team Norms
(How does it support team performance?) |
Behaviors and interaction patterns expected by team members
Helps team process by guiding expectations, can call out nonperformance |
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Optimal decision-making process? (When do you use it?)
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Define the problem, identify criteria, weight criteria, generate alternative solutions, evaluate alternatives, choose optimal solution
(When you want to capitalize on opportunities, for strategic decisions about work process) |
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Collaborative Behavior
2 Examples |
Cooperating to achieve common goal
Share knowledge & resources, learn from & help others BBC World Cup, IT team at Marriott |
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Brainstorming: Purpose & Guidelines
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Creates new ideas, solves, problems, and motivates & develops teams
Guidelines: don't criticize, define objective, share ALL ideas, combine & refine, analyze outcomes, implement, follow up |
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How do organizations and managers undermine team effectiveness?
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Focus on results, not process
-Don't pick right ppl or size -Don't create proper culture, goal, poor communication |
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What factors considered in determining size of a team & why?
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Complexity-high complexity needs more people
Coordination-high coordination needs less people |
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Levels of leader control and advantages/disadvantages?
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Manager makes decision, manager gets input and make decision, manager uses input for decision, team & manager make non-consensus decision, team makes consensus decision. Last takes most time, but has most support
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What does the role of emotional intelligence have in team performance?
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More emotional intelligence means team is more effective, better coordination and communication
Built through interpersonal understanding, perspective taking, confrontation, & caring |
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Describe purpose of group process facilitation, what effective facilitator does to help team perform, & what skills needed
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Pay attention to group process, help create structure for group: direct group discussion, decision-making process, & get non-contributing members to contribute
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What are process losses & gains? Examples?
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Process loss=time & resources wasted due to lack of communication & coordination
Ex: 8 meeting time vs 4 meeting time Process gains=increase efficiency due to cooperation & helping, work well together Ex: Show up to meeting prepared |
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What factors can you use to assess the behavioral integration of a team?
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3 components: 1. Quant. & Qual. of info exchange, 2. Collaborative behavior, 3. Joint decision-making -- look at how conflict is handled, consistent decision making process should be used
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How can a team leader shape the team culture?
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-Exhibit specific types of attitudes, have particular management styles
-Help set desired norms |
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Why should leaders foster support and collaboration among team members?
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-"High performance" team has indiv. members who are committed to one another
-Process loss is minimized with more collaboration -Collaboration builds trust-->achieve better results |
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What are the advantages of working with diverse teams?
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-Different views & background=insight & innovation
-Diff. perspectives & resources -Business is becoming more global -Complex task=need diverse team -Creates "creative abrasion" |
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What are the disadvantages of working with diverse teams?
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-Direct vs. indirect communication (create barriers to teamwork)
-Trouble w. accents and fluency -Differing attitudes towards hierarchy & authority (teams have flat structure, some might not be comfortable w. that) -Conflicting norms for decision making -Team members collaborate more easily with people they think are alike -Create an in-group & out-group |
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Describe the steps used in a rational decision making process. When should such a process be used and what benefits can be obtained?
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-Identify & explore the problem
-Generate possible solutions -Refine & critique possible solutions -Implement the solution -Used to solve problem or capitalize on opportunities -Helps stay away from trap of being solution minded (& accepting first solution), creates critical thinking & debate |
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If conflict is both desirable & to be avoided, when is each true? Provide examples.
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-Task conflict=desirable, constructive conflict & creative abrasion, honest discussion & frank questioning of assumptions
(Ex. Bob and I want to paint the room different colors. We opening talk about our opinions) -Affective/interpersonal conflict=avoided, unproductive conflict, members take things personally & develop negative feelings which can surface in irrational ways (Ex. Bob and I want to paint the room different colors, but don't discuss so I just start saying Bob is an idiot & colorblind) |
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In observing & analyzing group process, identify four factors to look for & how such observations can be useful
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1. Decision-making processes (helps avoid being solution-minded, members feel committed to decision & implementation)
2. Participation (Gate keepers can encourage culture of acceptance) 3. Influence (Can say when people are dominating, support views of the ignored) 4. Conflict (Examine team process and solve and identify conflict, combat against groupthink, value criticism) |
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What are the levels of leader control in making decisions as a team, and what are the advantages or disadvantages of each level of team involvement?
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Leader makes the decision, leader gets input and makes the decision, leader uses input to make the decision, team discusses and leader makes the decision, team makes the decision. Advantage of last one is that everyone is happy with it so they will help to implement it, but takes a long time
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What does the role of emotional intelligence have in team performance?
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Group emotional intelligence --> trust, group identity, group efficacy --> particpation, cooperation, and collaboration --> better decisions, creative solutions, and high productivity
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What gets in the way of effective team collaboration?
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-Large size
-Virtual participation -Diversity -High education levels |
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Explain 3 common problems of matrix organizations and how they might be addressed
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1. Tendency towards anarchy --> formless state of confusion where people don't recognize a "boss" to whom they feel responsible (Don't rely on latent matrix, make relationships explicit, create definite structure)
2. Power Struggles --> Managers jockey for power always, but almost encouraged by the matrix (make managers aware that to win power absolutely is to lose it ultimately-it ruins the matrix structure, need to view struggles from shared perspective, jointly agree to remove weak managers, and replace them with strongest available people) 3. Excessive Overhead --> Fear of high costs associated w. a matrix (increasing costs are countered by process gains and increased productivity, in a matrix, you can't hide and there are clear demands and more pressure on middle level ppl to produce) |
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What does it mean to have a matrix role & what should you do to be successful?
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Matrix role means that you will report to two managers instead of one or possibly be a manager who must share power with another manager. To be successful you need to be flexible as you adjust to the new structure, establish review meetings, and welcome feedback
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Why do teams generally perform so poorly in many organizations?
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-Poor leadership
-Inability to deal with conflict -Not the right ppl on the team -Emotions get in the way |
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Describe the stages of team development and why it is important to understand this team dynamic?
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Forming, Storming, Norming, Performing, & Reperforming. These are important to understand because all groups must go through these phases and cycle through them.
Forming-Group identifies goals and tasks and establishes norms Storming-Defines the task and tries to reach agreement on how to accomplish it, conflict may occur Norming-Resolve team conflicts, develop team cohesion, interpret feedback data, solve operating problems Performing-Perform tasks to accomplish their goals, implements decisions, and works effectively together Reforming-Team members evaluate work and revise |
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What is the value of recording the team's work on a flip chart & what should the facilitator/recorder be mindful of?
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Gives visual clarity for members, gets more people interested and involved, facilitator needs to be mindful of listening to everyone and recording their suggestions (unbiased)
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What does it mean to have a learning orientation & how can this be helpful in working on a team?
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Looks at how you learn including learning styles, emotions, and intentions. Helpful in working on a team because then you are aware of your strengths and weaknesses in learning abilities and can be aware of others'
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What is FeedForward, how is it different from feedback and why does it work?
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FeedForward focuses on positive suggestions for improving performance in the future instead of looking at past information and creating a list of sins. FeedForward has you followup which shows people you are committee to improving and they then have an increased desire to help you improve. Feedback is sometimes a negative experience whereas FeedForward is not and focuses on positive future oriented suggestions.
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What are the sources of team conflict and describe two tactics you might use to address unproductive team conflict
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-Differences in values & beliefs
-Role pressures -Perceptual differences -Different goals -Status Could compromise (give-and take process) or collaborate (bring ideas together to create a win-win solution) |
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Identify 3 pitfalls to avoid when problem solving and how to address them
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1. Not identifying the real problem--need to look and make sure something isn't a symptom of the problem
2. Identify who "owns" the problem--You can't solve someone else's problem. Find out who has the greatest interest and get them to accept ownership & responsibility 3. Fail to identify alternative solutions--think of stuff |
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What does it mean to reach a consensus, and how should team members approach consensus decision making?
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Consensus=decision which all team members and support even if they disagree with elements of it
When approaching consensus decision making: -Don't argue only for your solutions -It's not win-lose -Don't change your mind just to avoid conflict -Avoid conflict-reducing, timesaving techniques -Diff. of opinions are natural -Decision Crystallization Techniques (summarize, suggest, apply) -Evaluate the decision and adjust |
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Describe useful feedback
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Specific & descriptive (not general & judgemental), focus on what CAN be changed, share alternatives and ideas (not answers and advice), do it ASAP
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Why is active listening important and how do you demonstrate it during team discussions?
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Builds collaborative team atmosphere, improves mutual understanding
Demonstrate by putting agenda on hold, consider others' view, and don't interrupt. (body language, eye contact, clarifying quesitons, summarize) |
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Why is active listening important and how do you demonstrate it during team discussions?
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Builds collaborative team atmosphere, improves mutual understanding
Demonstrate by putting agenda on hold, consider other view, and don't interrupt. (body language, eye contact, clarifying quesitons, summarize) |
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What are the ingredients of an effective meeting?
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Have defined process that encourages active participation while maintaining structure and keeping meeting on track. Balances structure & open participation to accomplish it's goals. Team leader communicates purpose & clear agenda.
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Why does it matter how well teams perform?
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It's the only way to measure successful teams. If they don't produce results, they're an ineffective team. Also, if they perform well they can produce more & better quality results than an individual
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What happens when team membership is too large?
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Harder to coordinate coordination & commitment or to have optimal participation & dialogue/debate. Members are likely to not feel valued and withdraw participation, social loafing is likely to occur.
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How does a team establish trust among its members?
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Learn more a little more about one another, need key background information about members to develop trust, also during decision-making process listen to all ideas & give equal influence so members trust group & openly share ideas
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What is the difference between supporting teams and promoting teamwork values?
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Supporting="coaching" and sometimes teams actually need promoting of teamwork values="conducting", need to help provide a framework
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What is the Abilene Paradox & why is it important?
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Abilene Paradox=a group of people collectively decide on a course of action that is counter to the preferences of any of the indiv. of the group, breakdown of communication, avoid "rocking the boat", lack ability to manage agreement. Important bc ultimate decision is not in favor of anyone and communication has been ineffective.
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How does IDEO enhance creative thinking in it's design projects?
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Encourage wild ideas, don't assign roles or hierarchy --> open creativity & communication, say you have to fail in order to succeed, playful environment
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What is the difference btwn "playing on a team" and "playing as a team"?
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Playing on a team=go through motions of team activities, but doing own individual tasks, NO collab, aren't well coordinated & integrated
Playing on a team=Share information and work collaboratively to achieve a common goal, work collectively, have high relevance tasks and feel jointly responsible |
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What are the paradoxes of working in teams?
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1. Embrace indiv. diff. & collective identity goals
2. Foster support & confrontation 3. Focus on performance & learning and development 4. Balance managerial authority & team member discretion and autonomy --> Encouraged to work together but rewarded individually |
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When is the best time to establish conditions for teams' success?
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Before the team starts the project. Happens during formation of team charter, talk about goals & desired outcomes
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What is a major reason for team problems?
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Major reason is that maangers assemble teams to perform work that could be better accomplished by individ. working seperately
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What is the first step in diagnosing whether to create a team?
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Conduct a process analysis which looks at task:
-Complexity -Interdependence -Objectives |
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What is task interdependence?
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Linked to mutual trust, share a common set of principles, task is only completed by combined efforts of multiple individuals working together who integrate and coordinate their efforts toward common goal
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What are 2 characteristics that describe the ideal tasks for teams to perform?
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1. High complexity
2. High Interdependence |
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Describe the tension that exists between rewarding individual contribution vs. collective output of the team? Why is this an important issue & how does it impact team member behavior?
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1. Individual rewards--individuals are more motivated but often at the expense of the entire team
2. Rewards as a group--interests are more aligned w. team goals, but members may free ride (not judged directly) |
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What is the best size for the team?
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Typically 6-8 members, better to have too few than too many, process losses increase w. each additional member
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What are team dynamics?
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Synergies which develop, balance between technical and interpersonal skills employed in team work
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What is team process and why is it important?
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Team process=behaviors & interactions occurring over time, important bc is the driving force of members' collective success, converts individuals skills, expertise, and inputs into a group product
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What are fundamental issues to be addressed in a team's first meeting?
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1. Who belongs to team
2. Resources access to 3. Incentives or compensation systems in place 4. Ppl outside the team you'll work w. 5. Understand the task |
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Why is it important to have sufficient time to learn about one another during the initial team meeting & what would you want the team members to discuss?
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Important bc allows members to build trust and better understanding of one another, creates norm of self-disclosure and interpersonal risk-taking. Should discuss strengths and weaknesses and what could interfere w. their contributions.
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What behaviors are implied when teams are involved in joint decision making?
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-Solicit
-Listen to -Fully consider ...each other's views -Influence accorded based on expertise -Minority has fair hearing |
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What does it mean to formally structure team interaction?
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-Specify interactions needed to take place for them to integrate work
-Use formal integrating mechanisms to direct their interactions |
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What is the impact of diversity of team interaction? Why is diversity an important issue when organizing and leading a team?
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-Interaction can have more misunderstandings, but can also create creative abrasion and produce more diverse and better ideas
-Important bc the world is becoming more global |
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What is a virtual team?
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Group of individ. who work across:
-Time -Space -Organizational foundries with links strengthened by webs of communication technology |
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What is the nominal group technique and how can it be applied?
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-Each member introduces as many solutions as they can
-Solutions are ranked individually, 1 being the best -Solution w. the lowest rank is picked -Applied when you want to generate many ideas and create open environment that encourages trust |
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What is a cross-functional team?
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Group of people w. different functional expertise working toward a common goal
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