Lecture 7: Working in agile teams Flashcards
Ringelmann Effect
Individual effort decreases as group size increases
Conclusion team size
- Larger teams improve performance in project and management settings
- Production teams perform worse as they grow
-There is no optimal team size, but individuals in larger teams feel less supported, which harms motivation and coordination
Additive tenure
Total amount of time each team member has been a part of the group
Collective tenure
The time a group has spent together collectively in the same composition
Dispersion tenure
Variability in the amount of time team members have been part of the group
Conclusion team tenure
- Benefits of team tenure are small and mostly come from additive tenure
Brainstorming in teams
- Teams often generate fewer ideas than individuals working alone because teams tend to pick early and feasible ideas
- A highbrid approach (individual and group brainstorming comined) is most effective
Relationship conflict
How much friction is there among team members
Task conflict
How often do people in your work group have conflicting opinions about the project you are working on
Process conflict
How often are there disagreements about who should do what in your work group
Conclusion team conflicts
- Negative effects of conflicts depend on the type of conflict –> task conflict could be beneficial in decision-making teams
- Negative effects depend on conflict origin
Tuckmans’s Stages of Team Development
- Teams go through forming, storming, norming and performing stages
- The model is based on therapy groups and lacks strong empirical support
Gersick’s Equilibrium Model
- Teams remain stable (inertia) until a midpoint transition, where productivity increases.
- Works well for project teams with clear deadlines
Input-Process-Output Model (IPO)
- Useful for analyzing team processes but lacks feedback loops and adaptability
Recurrent Phase Model
1) Transition processes: planning
2) Action processes: doing and coordinating
3) Interpersonal processes: managing relationships
But.. action processes more prevalent and important during early phases of project
Agile taskwork
Short iterative cycles and flexible planning
Agile teamwork
Frequent stand-up meetings and retrospective meetings
Agile teams Research (Junker et al.)
- Agile teams develop proactivity norms and this leads to higher performance and intrapeneurship
- Agile taskwork is most effective in complex tasks
- Role conflict undermines the benefits of agile teamwork
Intrapeneurship
Entrepeneurial behavior within companies
Team boundary blurring
Who is part of the team and who is not part of the team –> teams are becoming less clearly defined
Causes of team boundary blurring
- Team fluidity (dynamic teaming: workers are simultaneously involved in tasks of both teams)
- Team member overlap (multiple team memberships)
- Team dispersion/spreading (geographic and organizational
Membership model of divergence
Uncertainty about who belongs to the team
