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28 Cards in this Set
- Front
- Back
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There is no correlation between _________ and ________ |
Team membership and team success |
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Two characteristics in a team that matteres more than anythjng else |
Equality in conversation turn-taking Ostentatious listening |
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During a meeting, if everyone speaks at roughly the same amount, that team is more likely to succeed |
Equality in Cobversation turntaking |
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Members have to show tgat they are listenjbg by repeating thjngs that you just told or closing the computer to make eyecontact |
Ostentatious listening |
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With these twk characteristics, it creates what psychologists refer to as ________ |
Psychological safety |
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What is psychological safety |
Single greatest correlate with the groups success - unlock best ideas - ability to work together - Innovative capacities |
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Teamwork |
A series of activities where two or more people work collaboratively towards a common aim |
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Consideration should be given to puttjng together a balanced effective team - _________. The team shojkd be _________ in nature -made up of people with different but complementary skills. |
team building cross-functional |
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The group environment in which the team operate ideally should be ________, _______ and underpinned by ________ and plenty of ________. |
supportive, positive strong communication encouragement |
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An effective method of tasking individuals should be established, with an opportunity for everybody to ________ and provide opinions and draw on others’ experiences to collectively solve problems. The ________ needs to display ________ to ensure the team operates effectively using these principles. |
Feedback Team leader strong people management skills |
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Distinct advantages of teamwork over working as individuals |
Increased moral Provlems can be tackled faster Solutions have greater credibility Members learn and develop Teamwork encourages communication, trust, support, positive working environment |
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__________ undertook detailed research over a long period by observing peoples’ behaviour and interpersonal styles. He concluded there are 9 different styles that make for an effective team. |
Dr Meredith Belbin |
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9 roles in a team (belbin) |
Shaper Plant Implementer Team worker Specialist Resource investigator Monitor evaluator Coordjnator Complete finisher |
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Attempts to shape the way the team goes about its business. |
Shaper |
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They push the team to make sure tasks are completed on time. |
Complete finisher |
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They are often innovative and creative, developing novel ways of doing things which may be quite radical. |
Planter |
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Often they lead the team, delegate tasks to others and encouraging complimentary team working. |
Coordjnator |
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they encourage smooth collaboratively working of others in the team. |
Team worker |
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They typically review and analyse the ideas put forward in the team. |
Monitor evaluator |
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They are often respected for their knowledge. Because of their technical prowess their opinions are sought by others. |
Specialist |
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They communicate well with internal and external sources and are receptive to new ideas. |
Resource investigator |
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They challenge the way things are done and constantly look for ways the teams approach can be improved. |
Shaper |
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Concerned with attention to detail, they are thorough and conscientious whilst ensuring projects activities are finished properly. |
Complete fjnisher |
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original thinker who comes up with new ideas. |
Plant |
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They calmly listen to others within the team, before organising them to undertake tasks according to the skills they bring. |
Coordjnator |
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They are practical and well organised, working in a systematic manner. You can rely on them to get things done. |
Implementer |
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They are particularly useful in times of stress, as they are supportive and encouraging to others. They are diplomatic and help others get along together |
Team worker |
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By evaluating the pros and cons of each option they objectively work towards a decision in a logical manner. |
Monitor evaluator |
