Msl Chapter 7

Front 1

• Self Leadership:

Back 1

the application of mental and behavioral self-leadership strategies that enable team members to provide themselves with self direction and self motivation, and ultimately to become effective, personally empowered contributors to their team.

Front 2

• Behavioral Aspects of Team Self-Leadership

Back 2

Team Self Observation, Team Self-Goal Setting, Team Cue Modification, Team Self-Reward and Self-Punishment, Team Rehearsal

Front 3

o Team Self Observation

Back 3

teams collective effort to purposefully observe and record its behavior and performance, as well as attempt to understand the antecendents and consequences associated with those actions

Front 4

o Team Self-Goal-Setting

Back 4

focus for teams is shared goals of the team as a whole, group as a whole should establish the goals

Front 5

o Team Cue Modification

Back 5

teams removing things that cause bad behavior and increasing things that promote good behavior

Front 6

o Team Self-Reward and Self Punishment:

Back 6

providing rewards to one another and to the group that strengthen and increase good behaviors

Front 7

o Team Rehearsal

Back 7

can be done overtly or covertly by teams, practice should be initiated and directed by the team as a whole rather than by an individual team member.

Front 8

o Group mind:

Back 8

emergence of a group pattern of thinking, teams enhance their performance through the collective application of specific mental strategies that result in a team mode of thinking

Front 9

o Team Beliefs and Assumptions:

Back 9

groups can develop extreme thinking, many dysfunctional ways of thinking.

Front 10

o Team Self Talk:

Back 10

group self talk can influence group performance, tendency to put social pressure on a member that deviates, can lead to defective decision making on part of the group

Front 11

o Team Mental Imagery

Back 11

increasing performance by using group mental imagery to establish a common vision, having a common vision of what wants to be accomplished

Front 12

o Thought Patterns

Back 12

can be opportunity or obstacle thinkers, What the team thinks its potential is can affect how they perform

Front 13

o Networking:

Back 13

connecting people to create mutually beneficial relationships, skill used by individuals to bring two or more people together

Front 14

o Shared leadership

Back 14

dynamic interactive influence process in which team members lead one another to accomplish team goals successfully.

Front 15

o Groupthink

Back 15

the tendency for groups to become overly conforming and ineffective in their decision making.

Front 16

• Self Leadership:

Back 16

the application of mental and behavioral self-leadership strategies that enable team members to provide themselves with self direction and self motivation, and ultimately to become effective, personally empowered contributors to their team.

Front 17

• Behavioral Aspects of Team Self-Leadership

Back 17

Team Self Observation, Team Self-Goal Setting, Team Cue Modification, Team Self-Reward and Self-Punishment, Team Rehearsal

Front 18

o Team Self Observation

Back 18

teams collective effort to purposefully observe and record its behavior and performance, as well as attempt to understand the antecendents and consequences associated with those actions

Front 19

o Team Self-Goal-Setting

Back 19

focus for teams is shared goals of the team as a whole, group as a whole should establish the goals

Front 20

o Team Cue Modification

Back 20

teams removing things that cause bad behavior and increasing things that promote good behavior

Front 21

o Team Self-Reward and Self Punishment:

Back 21

providing rewards to one another and to the group that strengthen and increase good behaviors

Front 22

o Team Rehearsal

Back 22

can be done overtly or covertly by teams, practice should be initiated and directed by the team as a whole rather than by an individual team member.

Front 23

o Group mind:

Back 23

emergence of a group pattern of thinking, teams enhance their performance through the collective application of specific mental strategies that result in a team mode of thinking

Front 24

o Team Beliefs and Assumptions:

Back 24

groups can develop extreme thinking, many dysfunctional ways of thinking.

Front 25

o Team Self Talk:

Back 25

group self talk can influence group performance, tendency to put social pressure on a member that deviates, can lead to defective decision making on part of the group

Front 26

o Team Mental Imagery

Back 26

increasing performance by using group mental imagery to establish a common vision, having a common vision of what wants to be accomplished

Front 27

o Thought Patterns

Back 27

can be opportunity or obstacle thinkers, What the team thinks its potential is can affect how they perform

Front 28

o Networking:

Back 28

connecting people to create mutually beneficial relationships, skill used by individuals to bring two or more people together

Front 29

o Shared leadership

Back 29

dynamic interactive influence process in which team members lead one another to accomplish team goals successfully.

Front 30

o Groupthink

Back 30

the tendency for groups to become overly conforming and ineffective in their decision making.