Ob 720 - Team Dynamics

Front 1

Team

Back 1

A group of two or more people working toward a common goal and perceived as a team

Front 2

Advantages of Teams

Back 2

- Motivation
- Accountability
- Information sharing

Front 3

Disadvantages of Teams

Back 3

- Efficiency losses
- Process losses
- Brooks law
- Social loafing

Front 4

Model of Team Effectiveness

Back 4

1) The org and team environment
2) Interacts with teams design and team process
3) To create team effectiveness

Front 5

Environmental Factors

Back 5

- Reward system
- Communication system
- Org structure
- Physical workspace

Front 6

Team Task Characteristics

Back 6

- Complex tasks that can be divided
- Well structured tasks
- Resource interdependence

Front 7

Optimal Team Size

Back 7

Large enough to provide necessary competencies, yet small enough to be effective (Max 12)

Front 8

Effective Team Characterisitics

Back 8

- Cooperation
- Coordination
- Communication
- Conflict resolution
- Psych support
- Diversity

Front 9

Team Development Stage Model

Back 9

- Forming
- Storming
- Norming
- Performing

Front 10

Forming

Back 10

- Test boundaries, discover expectations, defer to authority

Front 11

Storming

Back 11

Compete for roles, establish norms, influence goals

Front 12

Norming

Back 12

Establish roles, develop cohesions, agree on team objectives

Front 13

Performing

Back 13

High coordination/cooperation, low conflicts, task oriented

Front 14

Roles

Back 14

Sets of behavior that people are expected to perform based on their position

Front 15

Norms

Back 15

The informal rules and expectations that groups establish to regulate the behavior of their members.

Front 16

Changing Dysfunction Norms

Back 16

- Establish good initial norms
- Actively coaching and rewarding to reinforce good norms
- Disbanding the team and forming a new one

Front 17

Cohesion

Back 17

The degree of attraction to the team and desire to remain.

Front 18

Sources of Cohesion

Back 18

- Member similarity
- Small teams
- Regular interaction
- Difficult entry
- Success

Front 19

Trust

Back 19

The intention to accept vulnerability based on positive expectations of another's intent

Front 20

Types of Trust

Back 20

- Identification based
- Knowledge based
- Calculus based

Front 21

Self-Directed Teams

Back 21

Cross-function teams that have autonomy and complete a project by dividing it into interdependent tasks

Front 22

Virtual Teams

Back 22

Teams whose members operate across space, time, and boundaries via IT

Front 23

Constraints on Team Decisions

Back 23

- Production blocking
- Evaluation apprehension
- Pressure to conform
- Group think

Front 24

Production Blocking

Back 24

Constraint that only one person can speak at a time

Front 25

Evaluation Apprehension

Back 25

When individuals are reluctant to mention ideas that may seem silly

Front 26

Pressure to Conform

Back 26

Norms an cohesion may cause suppression of disent

Front 27

Group Think

Back 27

Tendency of highly cohesive groups to value consensus at the price of quality

Front 28

Structures to Improve Decisions

Back 28

- Constructive conflict
- Brainstorming
- Nominal group techniq