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Team Based Comm > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

Supporting Teams

A

Define work teams clearly
Ensure team has support systems
Tailor type of support to the type of team

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2
Q

8 factors that strengthen teams

A 
Role interdependence
Goal interdependence
Outcome interdependence
Same manager
Co-location
Small size
Self defined as a team
Members' expectations
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3
Q

10 support systems for teams

A

Team structure, leaders’ roles, team staffing, training, measurement and feedback, reward system, information system, communication technology, facility

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4
Q

Types of teams

A 
Production
Service
Management
Project
Action
Parallel
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5
Q

4 conundrums of teams

A

Size
Virtual teams
Diversity
Education

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6
Q

Ways to build collaborative teams

A

Executive support
Focused HR practices
Right team leaders
Structure and formation

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7
Q

Communities of Practice (COP)

A

Important informal networks in and out of organizations;

“in-house networks of experts”

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8
Q

4 characteristics of COPs

A

Inexpensive and efficient
Tackle real problems
Are like teams, but focus on long-term
Use tech for collaboration

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9
Q

How can organizations successfully manage and utilize COPs?

A

Focus on important issues in the organization
Establish community goals
Provide real governance
Set high expectations

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10
Q

3 Types of informal networks

A

Advice
Trust
Communication

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11
Q

Uncover the informal network in organizations by:

A

Asking questions
Cross-check responses
Process the information
Draw network maps

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12
Q

4 types of ideas

A

Creative realism
Conservative realism
Creative idealism
Conservative idealism

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13
Q

We evaluate creativity in 3 different ways:

A

Fluency (quantity of ideas)
Flexibility (different types of ideas)
Originality (how unique is the idea?)

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14
Q

What are some rules for brainstorming in teams?

A

No criticism
Freewheeling welcome
Quantity desired
Combining/improving ideas is encouraged

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15
Q

Convergent thinking

A

Thinking that proceeds toward or convergence on a single answer

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16
Q

Divergent thinking

A

Thinking that moves outwards from a problem in many directions; involves thinking without boundaries

ex: mirrors around the elevator

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17
Q

Solo vs. team brainstorming

A

Solo came up with twice as many solutions, the solutions were more feasible and effective

Brainstorming seemed to make each individual less creative

18
Q

4 major threats to creativity

A

Social loafing
Conformity
Production blocking (waiting, forgetting)
Downward norm setting (least productive people are most influential)

19
Q

10 ways to build team creativity

A 
Diversify the team
Analogical reasoning
Brainwriting
Nominal group technique
Creating an organizational memory
Trained facilitators
High benchmarks
Membership change
Electronic brainstorming
Build a playground
20
Q

Why are new ideas risky?

A

They break ideas and norms; they invite evaluation

21
Q

“Face”

A

Public self-image we want others to see

New ideas challenge our “face”

22
Q

Multiplex relationships help to create trust for new ideas

A

Content vs. relationship multiplexity

23
Q

Innovation hypothesis

A

Innovation will occur more among multiplex relationships

24
Q

Dual Process Theory

A

System 1 thinking: intuitive (rely on prior knowledge and beliefs: associative, undemanding, fast)

System 2 thinking: reflective (used when stakes are high and an obvious error is detected: analytical, demanding, slow)

25
Q

Key points of Dewey’s model we’re focusing on

A
  1. Don’t forget to clearly identify a specific problem
  2. Spend time analyzing the problem, don’t skip to brainstorming
  3. Make sure the solution matches the problem you are seeking to solve
26
Q

Last 3 points of Dewey’s model

A
  1. Select best solution
  2. Implement the plan
  3. Follow up on the plan
27
Q

Problem solving in groups

A

Group members are more satisfied with the end decisions if they participated in the discussion

More available information when they use experiences of all group members

Groups come up with more FLEXIBLE creative ideas and solutions than individuals

28
Q

John Dewey

A 
Public intellectual
Positivist
Democratic socialist
Chicago school
Wrote about education
Problem solving
29
Q
  1. Identify the problem
A

Determine the group’s goals

Determine the individual members’ goals

30
Q
  1. Analyze the problem
A

Word the problem as a broad, open ended question

Identify criteria for success

Gather relevant information

Identify supporting and restraining forces

31
Q
  1. Generate creative solutions
A

Avoid criticism
Freewheel ideas
Develop a large number f ideas
Combine two or more ideas

32
Q
  1. Evaluate solutions
A

Which solution will best produce desired changes

Which solution is most achievable

Which solution contains the fewest serious disadvantages

Avoid groupthink

33
Q

Group think occurs when:

A 
Members feel apathetic
Members expect lack of success
One member is highly credible
One member is very persuasive
Members fail to challenge ideas
34
Q

Symptoms of groupthink

A

Invulnerability, unquestioned morality, rationalization of mistakes, vilification of opposing groups, self-censorship, false consensus, blockage of outside information

35
Q

Cures for groupthink

A

Maximize ideational conflict, develop a central negative, reduce leader dominance, keep group pride within limits, examine advantages and disadvantages of all ideas, use a problem-solving agenda system

36
Q
  1. Implement the plan
A

Identify specific tasks
Determine necessary routines
Define individual responsibilities
Provide for emergencies

37
Q
  1. Follow up on the solution
A

Meet to evaluate progress

Revise approach as necessary (iterative process; ex: marshmallows)

38
Q

Dimensions of all problem solving groups

A

Functional approach to group communication

4 functions for effective decision making

39
Q

4 functions for effective decision making

A

Analysis of the problem
Goal setting
Identification of alternatives
Evaluation of positive and negative characteristics

40
Q

Factors of successful, complex teams

A 
Invest in signature relationships
Model collaborative behavior
Create a gift culture
Ensure the requisite skills
Support a strong sense of community
Assign leaders that are task and relationship oriented
Build on heritage relationships
Understand role clarity and task ambiguity

Team Based Comm (2 decks)

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