Chapter 12 Flashcards
Team processs
The different types of communication, activities, and interactions that occur within teams that continue to their ultimate goal ends
Process gain
Getting more from the team than you would expect according to the capabilities of its individual members
Process loss
Getting less from the team than you would expect based on the capabilities of its individual members
Coordination loss
When members have to work to not only accomplish their own tasks, but also coordinate their activities with the activities their teammates
Production blocking
When members have to wait on one another before they can do their part of the team task
Motivational loss
Loss in team productivity that occurs when team members don’t work as hard as they could
Social loafing
Exert less effort when working on team tasks than they would if they worked along on those same tasks
Taskwork process
The activities of team members that relate directly to the accomplishment of team tasks s
Brainstorming
Offer as many ideas as possible about focal problem or issue
Brainstorming rules
- Express all ideas that come to mind
- Go for quantity of ideas rather quality
- Don’t citizens or evaluate the ideas of others
- Build on the ideas of others
Taskwork processes parts
Creative behavior, decision making, boundary spanning
Three factors to make accurate and effective decisions
Decision informing, staff validly, hierarchical sensitivity
Decision informity
Whether members possess adequate information about their own tasks responsibilities
Staff validity
Refers to the degree to which members make good recommendations to the leader
Hierarchical sensitivity
The degree to which the leader effectively weighs the recommendation of the members
Boundary spanning
Involves 3 types of activities with individual and groups other than those who are considered part of the team; ambassador, task coordinator, scout
Ambassador activities
Communications that are intended to protect the team, persuade others to support the team, or obtain resources for the team
Task coordinator activities
Communication that are intended to coordinate task-related issues with people or groups in other functional areas
Scout activities
Things team members do to obtain information about tech, competitors, marketplace
Teamwork processes
The interpersonal activities that facilitate the accomplishment of the team’s work, but do not directly involve task accomplishment itself
Transition processes
Teamwork activities that focus on preparation for future work
Mission analysis
An analysis of the team’s task, the challenges that the team faces, and resources available
Strategy formulation
The development of courses of action and contingency plans, and then, adapting those plans in light of changes that occur in the environment
Goal specification
The development and prioritization of goals related to the team’s mission and strategy
Action processes
Important as the task work is being accomplished
Monitoring progress toward goals
Make sure they are track
Systems monitoring
Keeping track of things that need to be accomplished
Helping behavior
Members going out of their way to help or back up other team members
Interpersonal processes
processes in this category are important before, during, or between periods of taskwork, and each relates to the manner in which team members manage their rela- tionships.
Motivating and confidence building
refers to things team members do or say that affect the degree to which members are motivated to work hard on the team’s task.
Affect management
activities that foster a sense of emotional balance and unity.
Conflict management
the activities that the team uses to manage conflicts that arise in the course of its work
Relationship conflict
disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences.
Task conflict
disagreements among members about the team’s task.
Communication
the process by which information and meaning get transferred from a sender to a receiver.
communication competence
he skills involved in encoding, transmitting, and receiving messages
Communication process
Information sent to sender, encoding, message with noise, decoding, receiver understands
Information richness
the amount and depth of information that gets transmitted in a message
Network structure
the pattern of communication that occurs regularly among each member of the team
Team states
pecific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together.
Cohesion
members of teams can develop strong emotional bonds to other members of their team and to the team itself
Group think
drive toward conformity at the expense of other team priori- ties
Team state types
Cohesion, potency, mental models, trans active memory
Potency
degree to which members believe that the team can be effective across a variety of situations and tasks.
Mental models
the level of common understanding among team members with regard to important aspects of the team and its task
Transactive memory
how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team.
transportable teamwork competencies
aken together, such knowledge, skills, and abilities
cross-training,
training members in the duties and responsibilities of their teammates
personal clarification
mem- bers simply receive information regarding the roles of the other team members
positional modeling
team members observing how other members perform their roles
positional rotation
gives members actual experience carrying out the responsibilities of their teammates
gives members actual experience carrying out the responsibilities of their teammates
occurs in the context of a team experience that facilitates the team being able to function and perform more effec- tively as an intact unit
action learning
a team is given a real problem that’s relevant to the organization and then held account- able for analyzing the problem, developing an action plan, and finally carrying out the action plan.
team building
training normally is conducted by a consultant and intended to facilitate the development of team pro- cesses related to goal setting, interpersonal relations, problem solving, and role clarification.
True or False: Affect management is an action process.
False
Daphne is the top performing nurse on the maternity ward at Downtown General Hospital. In advance of her annual performance review, her supervisor, Raul, begins observing her work behavior more closely to facilitate a more thorough review. One day, a doctor begins berating a nurse for not notifying him of a patient’s change in medication, and Daphne steps in to defuse the situation by explaining that the medication was changed from a brand name drug to an identical generic version. Another day, Raul watches as Daphne works with two other nurses to sort out how best to deal with the aggressive husband of a woman recovering from a five-week premature delivery. Additionally, Raul sees that Daphne keeps a daily calendar of events and tasks. Going into the performance review, Raul concludes that Daphne is exhibiting a high degree of
Teamwork competency
_____ is an interpersonal process which involves activities that foster a sense of emotional balance and unity.
- Conflict management
- Communication management
- Mission analysis
- Affect management
- Motivation analysis
Affect management
