Chapter 13 Making teams Work Flashcards
Inputs
Inputs of groups are the individual members and the knowledge and information they possess
Outputs
I’ll put the results should occur from a groups activities a report or set of recommendations often expected
Synergy
Synergy is a principal best described as the whole is greater than the sum of its parts
Process loss
An example of process loss would be one of Dominic member who does not allow others to speak or as harshly criticize initial ideas, causes numbers to refrain from speaking. The brilliant ideas are critical information health only by those people is not shared and performance fall short of potential
Functional team
Individuals who are permanently assigned to a team to do their work or members of a formal or functional team
Vertical team
If a team includes a supervisor in a be called a vertical team, as it includes several vertical layers in the chain of command
Task forces
Task forces or temporary teams are brought together and shared for a specific purpose
Cross functional groups
Cross functional groups or teams that are comprised of people from different areas of the organization, each with a unique perspective and different information about the problem
Committee
A committee is across functional group with a permanent role that meets regularly to share information and make decisions
Types of roles
The three types of roles in a group are; task oriented rolls, socio emotional rolls, self oriented rolls
Task oriented rolls
Task oriented roles Focus on content issues that the group is working on an address questions of what we are to do and why. these include the initiator, information seeker and shower, clarifier and elaborator, summarizer, focus monitor, consensus tester
Socio emotional rolls
These roles Address progress or how the group is working on his task and including encourager, harmonizer, compromiser, follower, tension reducer
Self oriented rolls
These Numbers engage in behavior and expense of the group and include the dominator, approval seeker, blocker, avoided, jokester
Stages of group development
Forming, storming, norming, performing, adjoining
Forming
Forming is the first stage of group development as when the group begins. Questions or as a purpose in the group is over all the time in the leader. The leader must encourage interaction and clarify purpose
Storming
Storming is the second stage of group development the group will have conflicts on subgroups and counter dependence. The leader must address service differences encourage continued interaction and problem solve
Norming
Norming is the third stage of group development.The group takes a order acceptance of differences. The leader must clarify roles and group norms
Preforming
Performing is the fourth stage of group development. The group develops cooperation, problem-solving, shifting and sharing rolls. The leader must engage in task management
Adjoining
The final stage of group development this is when the task is completed and a little brains of a closure and celebrate accomplishments
Norms
Norms or informal rules that guide behavior
Cohesiveness
Cohesiveness is a process factor but it’s not well understood by group members. Is often defined as the extent to which members are attracted and wish to remain with the group
John Katzenbach and Douglas Smith team theory
Each team needs skills, accountability, and commitment
Skills
Members must have technical, interpersonal, and problem-solving skills to be effective
Accountability
Members must hold each other accountable for a successful performance the team must have a believe that “we “our team.
Commitment
Numbers must own or identify with the girls and intended results.
Working group
A working group has no need for change, is not trying to improve, and does not focus on team performance
Pseudo team
A pseudo-team has a need for change but is not trying to improve and does not focus on team performance
Potential team
A potential team has a need for change and is trying to improve but does not focus on team performance and he’s greater clarity of goal and approach
Real team
A real team has a need for change, is trying to improve, and focuses on team performance
A high-performing team
High-performing teams have any for change, or trying to improve, focus on team performance, and are deeply committed
Groupthink
Groupthink is when a very cohesive group reduces its ability to critically evaluate and use information. Symptoms of groupthink include the illusion of invulnerability, the illusion of you and Emily, self-censorship, inherent morality, rationalizing away data, so awful. Mine guards, direct pressure to deviant positions, and those presenting alternative viewpoints missed maybe stereotyped as evil, week, or beneath the group
Illusion of invulnerability
This is when a group believes that they can do no wrong and are beyond criticism
Illusion of unanimity
This is when the group assumes a consensus prematurely assuming that everybody is in agreement
Self censorship
When an individual has doubts but fails to raise them
Inherent morality
When a group believes that whatever the group does must be right
