T/F Teams tend to have more cohesion when entry to the team is restricted.
TEam success: People feel more cohesion when a team fulfils it's n__ and g___
needs and goals.
External Competition and Challenges: Does team cohesion increase or decrease when members are faced with external competition
TEam cohesion =
- desire to maintain membership. - better social support - more sensitivity - resolve differences
the positive expectation that one person has towards another person or group in situations involving risk
represents a logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations. It offers the lowest potential trust and is easily broken by a violation of expectations. Generally, this trust alone cannot sustain a team’s relationship, because it relies on deterrence. C___-b___ trust
based on the predictability of another team member’s behaviour. Even if we don’t agree with a particular team member’s actions, his or her consistency generates some level of trust. _____-_____ trust also relates to confidence in the other person’s ability or competence, such as the confidence that exists when we trust a medical practitioner. This trust offers a higher potential level of trust and is more stable because it develops over time. ____ _____ trust
based on mutual understanding and an emotional bond among team members. It occurs when team members think, feel and act like each other. High-performance teams exhibit this level of trust because they share the same values and mental models. This trust is potentially the strongest and most robust of all three types of trust. i____-b___ trust
This type of trust is: - based on common mental models and values - increases with person's social identity with team.
This type of trust is: - based on deterrence - fragile and limited potential because dependent on punishment
This trust is: - based on predictability and competence. - fairly robust
the initially high trust people enter with in organisational settings s___ t___
swift trust This is based on belief that team members are reasonably competent and some form of social identity with the team.
trust tends to d___ rather than i____ over time
decrease rather than increase.
relative comparison of levels of trust in a team t___ t___ a___
team trust asymmetry.
teams with big differences in perceived trustworthiness are considered to have high t___ a___
teams with high trust asymmetry general perform
teams that are s___-d___ make the decisions about their work unit with minimal interference from management
A cross-functional work group that is organised aroudn work processes, completes an entire piece of work requiring several interdependent tasks and has substantial autonomy over the execution of those tasks. s__-d____ t___ (SDT)
Self-directed team (SDT)
Multicultural teams will impacted by: - different n___, p___ and v___
NORMS, PERSPECTIVES AND VALUES.
Multicultual team norms: 1. Norms about p___, s___ and a____ 2. Norms about c____ 3. Norms about d___-m___
1. Norms about Power, status and authority (flat vs hierachical structure). 2. Norms about COMMUNICATIONG (high vs low context communication). 3. Norms about DECISION-MAKING (uncertainty avoidance).
Managing multicultural teams: 1. a_____ (foster team-cohesion). 2. s_____ intervention (dividing, fusion teams). 3. Direct m_____ i_____ (explicitly address cultural differences)
1. adaption (foster team-cohesion). 2. structural intervention (dividing, fusion teams). 3. Direct manager intervention (explicitly address cultural differences).
Success Factors of virtual teams: 1. Team c______ (good communication technology skills, self-leadership and motivation, high emotional intelligence). 2. toolkit of c_____ c_____, and freedom to chose channels that work best for them. 3. plenty of s____ - clear operational objectives, documented work processes, agreed-on rules and responsibilities. 4. meet f_____ fairly early in team development.
1. Team competencies (good communication technology skills, self-leadership and motivation, high emotional intelligence). 2. toolkit of communication channels, and freedom to chose channels that work best for them. 3. plenty of structure - clear operational objectives, documented work processes, agreed-on rules and responsibilities. 4. meet face-to-face fairly early in team development.
A time constraint in team decision making due to procedural requirement that only one person may speak at a time.
production blocking undermines i___ g____
idea generation - have to wait for opportune time to spea - ideas are fleeting. - remembering fleeting thoughts and this causes them to pay less attention to conversation. ignoring what others are saying.
A decision-making problem that occurs when individuals are reluctant to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them. e____ a___
Constraints on team decision making: 1. t___ c____ (production blocking) 2. E_____ A_____ 3. P____ to c____ 4. G____
1. time constraints (production blocking) 2. Evaluation Apprehension 3. Pressure to conform 4. Groupthink
The tendency of highly cohesive groups to value consusus at the price of decision quality g_____
a type of conflict in which people focus their discussion on the issue while maintaining respect for people having other points of view = c____ c____
a freewheeling, face- to-face meeting where team members aren’t allowed to criticise but are encouraged to speak freely, to generate as many ideas as possible and to build on the ideas of others b_____
a form of brainstorming that relies on networked computers for submitting and sharing creative ideas e_____ b_____