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COMM105 > Chapter 8- Team Dynamics > Flashcards

Chapter 8- Team Dynamics Flashcards

1
Q

A variation of brainstorming consisting of three stages: participants (1) silently and independently document their ideas.
(2) collectively describe these ideas to the other team member without critique, and the (3) silently and independently evaluate the ideas presented.

A

Nominal group technique

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2
Q

A freewheeling face-to-face meeting where team members aren’t allowed to criticize but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others.

A

Brainstorming

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3
Q

A variation of brainstorming whereby participants write ( rather than speak about) and share their ideas.

A

Brain-writing

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4
Q

A formed of brainstorming that relies on networked computers for submitting and sharing creative ideas.

A

Electronic brainstorming

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5
Q

A time constraint in team decisions making due to procedural requirement that only one person may speak at a time.

A

Production blocking

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6
Q

A decision-making problem that occurs when individuals are reluctantly to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them.

A

Evaluation apprehension

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7
Q

Teams whose members operate across space time, and organizational boundaries and are linked through information technologies ti achieve organization task.

A

Virtual teams

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8
Q

Cross functional work groups that are organized around work processes, complete an entire piece of work requiring several interdependent task autonomy over the execution of those task.

A

Self-directed teams

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9
Q

Activities that are devoted to enhancing the quality of interactions, and coordination of teams.

A

Teamwork behaviour

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10
Q

Efforts devoted to enchanting the quality if the interaction, interdependencies, and coordination of teams.

A

Teamwork behaviour

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11
Q

Efforts devoted to understanding the task requirements, discovering “rules” by which the task are to performed , establishing the pattern of interaction with equipment, exchanging task-related information , developing team solution to the problems, and so fort.

A

Task-work behaviour

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12
Q

Team actions the establish enhance linkage and manage interaction to parties in the external environment.

A

Team boundery spanning

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13
Q

The collective belief among team members of the team’s capability to successfully complete a task.

A

Team efficacy

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14
Q

The degree of attraction people feel toward the team and their motivation the team and their motivation to remain members.

A

Team cohesion

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15
Q

A set of behaviours that people are expected to perform because they hold certain positions in a team and organization.

A

Role

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16
Q

The extent to which team members must share materials, information, or expertise in order to perform their jobs.

A

Task interdependence

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17
Q

The principle that adding more people to a late software project only makes in later.

A

Brooks’s law

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18
Q

The problem that occurs when people exert less effort (and usually perform at the lower level) when working in team than when working alone.

A

Social loafing

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19
Q

Groups of two or more people who interact and influence each other, are mutually accountable for achieving common with organizational objective,and perspective themselves as a social entity within an organization.

A

Teams

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20
Q

Internal Team Processes

  • Teamwork Behaviour
  • Task-work Behaviour
A
  • enhancing the quality of the interaction, cooperation, and coordination of teams.
  • technical performance of the team’s task, whereas teamwork behaviour are used to direct, align, and monitor task work.
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21
Q

External Team Processes

  • Ambassador Activities
  • Task Coordination
  • Scouting Activities
A
  • tend to focus on the team’s ability to mould and shape the beliefs of external constituents.
  • interactions aimed at coordination, discussions, obtaining feedback and negotiating with outsiders.
  • scanning for ideas and information about the competition.
22
Q

TEAM DESIGN ELEMENTS

Team Characteristics

A
  • teams operate better on complex task
  • complex work requires skills and knowledge
  • well-adapted and can be divided into more
  • task interdependence (sharing of info, materials etch. to the group)
23
Q

TEAM DESIGN ELEMENTS

Team Size

A
  • small teams advantage
  • is it a team or a group?
  • one ideal size does not exist
24
Q

TEAM DESIGN ELEMENTS

Team Composition

A
  • mix of characteristics among team
  • key factor that influences team performance
  • Factors the individual attributes of teams (skill, experience, and ability)
25
Q

TEAM DESIGN ELEMENTS

Team Composition
associated with five C’s

A

Have more than technical skills; they must also be able and willing to work in a team environment.

26
Q

Team COMPOSITION 5 C’s

Cooperating
Coordinating
Communicating
Comforting
Conflict Resolving
A 
>•sharing information and resources
   •open minded and considerate
>•skilled in organization and management 
   •keeping thing on track
>•sharing information and knowledge 
   •good listening abilities 
   •taking ideas positively
>•showing empathy 
   •provides supports
   • raises self-esteem and confidence 
>•skilled in mediation
   •unbiased perspectives
27
Q

TEAM DESIGN ELEMENTS

Team diversity

A

Advantage

  • make better decisions than homogeneous teams in some opportunity. (Other from diff. background can see from different angles)
  • have a wider knowledge of technical ability, provide better presentations.

Disadvantage

  • slower to become high performing team because bonding is slower among different people.
  • “faults lines” may split team into subgroups along gender, ethnic etc.
  • lead to reduce of effectiveness by reducing the motivation to communicate & coordinate.
28
Q

TEAM DESIGN ELEMENTS

Team role

A
  • a set of behaviour that people are expected to perform
  • some formally assigned; others informally
  • help the team achieve its goal
  • maintain relationship between the team
29
Q

TEAM DESIGN ELEMENTS

Transactive Memory

A

Knowing who knows what and using them.

30
Q

TEAM STATES

Team Norms

A

•informal rules and shred expectations team establish to regulate member behaviour.

Norma develop through:

  • initial team experiences
  • critical events in team’s history
  • experience/values members bring to the team
31
Q

TEAM STATES

Team Cohesion

A
  • the degree of attraction people feel toward the team and their motivation to remain members
  • both cognitive and emotional process
  • related to the team member’s social identity
32
Q

Influence on Team Cohesion

Member Similarity
Team Size
Member Interaction 
Somewhat Difficult Entry
Team Success 
External Competition and Challenges
A

> •similarity-attraction effect
•some form of diversity have less effect

> •smaller teams tend to be more cohesive

> •regular interaction increases Cohesion
•calls for tasks with high interdependence

> •team eliteness increases Cohesion
•but lower cohesion with severe initiation

> •successful teams fulfill member needs
•success increases social identity with team

> •challenges increase cohesion when not overwhelming

33
Q

Consequences of Team Cohesion

A 
Motivated to remain members
Willing to share information 
Strong interpersonal bonds
Resolve conflict effectively
Better interpersonal relationship
34
Q

TEAM STATES

Team Efficiency

A

The collective belief among team members of the team’s capability to successfully complete a task.

35
Q

TEAM STATES

Team Trust

A

A positive expectation one person has for another person in situations involving risk

36
Q

Type of Trust

  • Identification-based trust
  • knowledge-base trust
  • Calculus- base trust
A

> •base on common mental model and values
•increases with person’s social identity with team

> •based on predictability and competence
•Fairly robust

> •based on deterrence
•fragile and limited potential because dependent on punishment

37
Q

Internal TEAM PROCESS

Teamwork Behaviour

A

Described as activities that are devoted to enhancing the quality of interactions, which take form of shown actions and verbal statements that contribute to the coordination demand team task.

38
Q

Refers to the interaction and activities that occur within a team as it works toward its goal.

A

Team Process

38
Q

Internal TEAM PROCESS

Taskwork Behaviour

A

Described as team members’ effort that are devoted to understanding the technical performance of the team’s task, whereas teamwork behaviour are used to direct, align, and monitor task work.

39
Q

External TEAM PROCESS

Ambassador Activities

A

Activities the surrounds such behaviours as protecting the team from outside pressure, persuading others to support the team, and lobbying.

40
Q

External TEAM PROCESS

Task Coordination

A

represents interactions aimed at coordinating technical or design issues, with examples including discussing design problems with others, obtaining feedback on the product design, and coordinating and negotiating with outsiders.

41
Q

External TEAM PROCESS

Scouting Activity

A

described as a general scanning for ideas and information about the competition, the market, or the technology; thus, scouting activity is mostly directed at obtaining information from sources external to the organization.

42
Q

Team development

A

creating a captivating atmosphere by encouraging co-operation, teamwork, interdependence and by building trust among team members.

43
Q

Team DEVELOPMENT
“The Five-Stage Model”

FORMING
•Discover expectations
•Test boundaries of behaviour

A

During this stage, group members may be anxious and adopt wait-and-see attitude. They will be formal towards each other. There would be no clear idea of goals or expectations. It is a period of testing and orientation in which members learn the ability of each other.

44
Q

Team DEVELOPMENT
“The Five-Stage Model”

Storming
•interpersonal conflict
•influence goal and means

A

During this stage, team members are eager to get going. Conflict can arise as people tend to bring different ideas of how to accomplish goals. At this time, they notice differences rather than similarities. This leads to some members dropping out mentally or physically.

45
Q

Team DEVELOPMENT
“The Five-Stage Model”

Norming
•Form team mental models
•Develop cohesion

A

This stage is when people begin to recognize ways in which they are alike. They realize that they are in this together. Hence, they tend to get more social and may forget their focus in favour of having a good time. This is the time to help with training if applicable. It becomes important to encourage them in order to feel comfortable with each other and with systems. Also, the group needs to stay focused on goal.

46
Q

Team DEVELOPMENT
“The Five-Stage Model”

Performing
•Task oriented, committed
•Efficient coordination

A

This stage is when team members are trained, competent, as well as able to do their own problem-solving. At this time, ways need to be looked at in order to challenge them as well as develop them. The team is mature now. The members understand their roles and responsibilities. They would require more input in processes. The members would be self-motivated as well as self-trained. Thus, their efforts need to be recognised. Growth has to be encouraged. This is done by giving new challenges to the team.

47
Q

Team DEVELOPMENT
“The Five-Stage Model”

Adjourning

A

occurs when the team is about to disband. Team members shift their attention away from task orientation to a relationship focus.

48
Q

Team Development
“Punctuated Equilibrium Model”

> initial meeting
midpoint transition
period close to the endpoint

A

> agreement on how to allocate workload and discuss overall goals for the project.

> setting for another period of relative inertia leading to a positive endpoint.

> while work progresses toward the endpoint, at the midpoint, tension and conflict might occur.

49
Q

Team development is apparent when its members shift from viewing the team as something “out there” to something that is part of themselves. In other words, team development occurs when employees take ownership of the team’s success and make the team part of their social identity.

A

Developing Team Identity

50
Q

Team development includes developing habitual routines with team mates and forming shared or complementary mental models. Team mental models are visual or relational mental images that are shared by team members, such as what good customer service looks like. A recent meta-analysis supports the view that teams are more effective when their members share common mental models of the work.

A

Developing Team Mental Models

52
Q

A process that consist of formal activities intended to improve the development and functioning of a work team.

A

Team building

COMM105 (8 decks)

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