Teambuilding And Leadership Test #3

Front 1

Interteam conflict occurs when

Back 1

two independent teams within the same organization lose the ability to maintain a healthy working relationship with each other

Front 2

signs of interteam conflict

Back 2

more complaining about the other team than actual problem-solving, increased absences & resignations, failure to ask for services, task or product of teams is delayed, tension increased, members of teams having private meetings, frustration and misunderstandings between teams

Front 3

Design A interteam intervention begins by

Back 3

splitting into mixed team sessions to identify the problems before reporting back to the whole group

Front 4

Design A interteam intervention ends by

Back 4

having mixed teams propose solutions with details of implementation and then sharing with the whole group.

Front 5

Difference between Design B and Design A is that Design B involves

Back 5

allowing each team to observe the other team discuss their responses to a series of questions

Front 6

One difference between Design C and Designs A and B is that Design C focuses mostly upon

Back 6

perceptions and change

Front 7

Which is the following is true about the intervention Design which utilizes a facilitator

Back 7

his or her role begins with meeting with each team separately in an attempt to understand the problem and possible solutions

Front 8

"quick and dirty approach"

Back 8

fishbowl (B)

Front 9

Which design focuses largely on how each team sees each other and how these perspectives may have led to conflicts

Back 9

Design C

Front 10

Which Design utilizes an outside facilitator

Back 10

Design D

Front 11

Which of the Designs only involves representatives of each team rather than all members of each team

Back 11

Design E

Front 12

Which of the Designs is referred to as the fishbowl design

Back 12

Design B

Front 13

Innovative teams begin with an innovation-minded leader who is capable of two types of activities

Back 13

Discovery: questioning and observing

Execution: planning and implementing

Front 14

Questioning

Back 14

willingness to try out new ideas and produce prototypes

Front 15

observing

Back 15

commitment to watch and learn from current customers and clients in order to notice their particular needs that your organization might be able to meet with some innovation product or service

Front 16

networking

Back 16

one's ability to gain insight and new perspective by leaving his/her immediate circle of comfort and interact with those who think very differently

Front 17

Experimenting

Back 17

one's tendency to frequently challenge the status quo and adopt a mindset of curiosity

Front 18

Associational thinking

Back 18

ability to transfer ideas and innovations from one field to a new idea within one's own field

Front 19

George de Mestral

Back 19

discovered burs on his dog-velcro ***associational thinking**

Front 20

in order for team members to think innovatively leaders need to create

Back 20

psychological safety

Front 21

smart failures

Back 21

can learn from the failure

Front 22

dumb failures

Back 22

comes from poor preparation or inadequate collaboration

Front 23

innovative leaders might not necessarily encourage innovative thinking among their teams and need to do....

Back 23

share their own innovative ideas first, to inspire others to do so.

Front 24

innovation skills

Back 24

out of the box, discovery, questioning, observing experimenting

Front 25

execution

Back 25

analytical, practical, planning delivery,

Front 26

human skills

Back 26

how does our innovation affect people

Front 27

technical skills

Back 27

how can we get the job done

Front 28

business skills

Back 28

viable in the market, how to promote

Front 29

According to our authors, which of the following are NOT common traps of brainstorm sessions

Back 29

-fewer ideas are generated by the group process than had each individual been asked to brainstorm by his/herself on paper

-members tend to offer ideas that are unrealistic

Front 30

According to our authors, one way to help solve some of the traps of brainstorm sessions is to

Back 30

have individual members first brainstorm their own ideas separately and write them down before engaging in team brainstorming.

Front 31

When organizations have special projects and challenges outside the realm of regular functioning, they will form a _____

Back 31

subgroup charged with a single purpose-some empowered to make decisions, others are formed to simply offer recommendations or propossals

Front 32

one problem with temporary temas is that they

Back 32

don't see the need for or time for any initial tembuilding-tendency is get right to the business of task completion

Front 33

international ventures

Back 33

having pastors, military leaders, teachers, CEOs all serving on the same team illustrate cultural differences based on international ventures

Front 34

artifacts

Back 34

tangible aspects of culture (behaviors, language, performances, dress, objects, architecture)

Front 35

norms

Back 35

unwritten rules reflected in the artifacts used by individuals to act appropriately in a given culture

Front 36

values

Back 36

broader rules that represent the collective feelings of a group about what is good, proper, valuable and right-lead to norms

Front 37

assumptions

Back 37

basic beliefs that underlie artifacts, norms and values -core of culture

Front 38

Power Distance

Back 38

klj

Front 39

Uncertainty Avoidance

Back 39

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Front 40

Task vs. Relationship Orientation

Back 40

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Front 41

Independence vs. Collectivism

Back 41

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Front 42

Which of the following represents something teams should do in regard to the "C" for Change

Back 42

Establishing 'upfront' several basic understandings of how the team should operate

-have regularly 'post-meeting 'surveys to check how the team is performing.

Front 43

According to our authors, which of the following is NOT among the reaons for the rise of virtual teams?

Back 43

inefficiency in many traditional face-to-face teams

Front 44

Media Richness Model

Back 44

choose the medium that best fits the cultural needs of the team members based on Hofstede's cultural dimensions

Front 45

Video conferencing

Back 45

rich medium

Front 46

email is

Back 46

more lean than face-to-face communication, more lead than videoconferencing, more lean than teleconferencing

Front 47

face-to-face communication results in

Back 47

too many side conversations, miscommunication, data glut, data deficiency

Front 48

Which of the following is NOT among the increased demands upon the leader when she is leading a virtual team

Back 48

being careful to utilize lean media like email for team brainstorming activities

Front 49

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Back 49

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