Chapter 10 - Teams Flashcards
Define groups (Schein)
interaction
psychologically aware of one another
group perception
What is a team (incl. multi-skilled or multidisciplinary)
formal group
needs each others skills, talent, experience
Multi skilled: can perform any of the others tasks
Multi disciplined: individuals with different specialisms
Types of groups
self directing, autonomous
reference groups
formal groups
informal groups
Benefits of groups
increased productivity (specialization) synergies (more than its sum) improved focus and responsibilities improved problem solving greater creativity increased satisfaction increased motivation improved information flow
Group problems
Conformity (group pressure)
Abilene paradox (consensus nobody wanted)
Risky shift (aka group polarisation - groups take more risks than individuals)
Group-thinking: cohesive groups tries to minimise conflict
Avoid group-thinking
evaluate alternatives independent sub-groups external testing leaders should avoid domination avoid stereotypes
Group cohesiveness factors (3 groups)
MEMBERSHIP homogeneity alternatives size of group membership in other groups
ENVIRONMENT
task
isolation of the group
management or leadership climate
DYNAMIC FACTORS
changing group members
success or failures
Team development
forming
storming
norming
conforming
….and dorming (long lasting teams)
Team performance
Roles (Belbin)
leader (stable, dominant, extrovert)
shaper (anxious, dominant, extrovert)
plant (intro - high IQ)
monitor-evaluator (intro, stable - high IQ)
resource-investigator (no new ideas, but adds on - dominant stable extrovert
company worker: practical, stable controlled
team worker: concerned with relationship within the group
finisher: progress chaser
…and expert/specialist
Terms:
Role ambiguity
R. conflict
R. incompatibility (own understanding of role is different)
R. signs (visible signs of role: ie dress, uniform)
R. set people who support a lead person in a role
R. behaviour
Team performance
High performing team characteristics (Vaill)
clarification of purpose commitment teamwork focus leadership generation of invention
Successful teams (Peters and Waterman)
small limited duration voluntary informal communication action-oriented
Build a team and improve effectiveness
improve communication
build trust
social interaction
Measure team effectiveness
achieving objectives
team member satisfaction
effeciency
Distributive leadership
Collective leadership works with:
shared purpose
social support
voice of team members
Intergroup conflict
based on:
identification
observable group difference
frustration
