Team

Question 1

Katzenbach and Smith (2005) define a team as

Answer 1

a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable”

Question 2

The nature of interaction between

Answer 2

these individuals is what differentiates a group from a team.

Question 3

In a team, individuals interact interdependently so that

Answer 3

both individual results and collective work products achieve specified, shared, and valued objectives (Morgan et al., 1986).

Question 4

Katzenbach and Smith cite the need for

Answer 4

problem-solving and decision making skills, and interpersonal skills

Question 5

In a team with the purpose of building a product…

Answer 5

Faraj and Sproull (2000) refer to “technical expertise (knowledge about a specialized technical area), design expertise (knowledge about software design principles and architecture), and domain expertise (knowledge about the application domain area and client operations)

Question 6

The essence of a team is

Answer 6

common commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance

Question 7

Management is responsible for

Answer 7

clarifying the charter, rationale, and performance challenge for the team, but management must also leave enough flexibility for the team to develop commitment around its own spin on that purpose, set of specific goals, timing, and approach.

Question 8

general common purpose statements are then turned into

Answer 8

specific goals. If a team fails to establish specific performance goals or if those goals do not relate directly to the team’s overall purpose, team members become confused, pull apart, and revert to mediocre performance. By contrast, when purposes and goals build on one another and are combined with team commitment, they become a powerful engine of performance.

Question 9

when a team shares a common purpose

Answer 9

goals, and approach, mutual accountability grows as a natural counterpart.

Question 10

A team that collaborates successfully can

Answer 10

organize and prioritize what needs to be done, when, and by whom

Question 11

As issues arise,

Answer 11

they can be discussed openly and resolution can be found by employing participatory approaches and consensus-based decision making.

Question 12

SMART

Answer 12

specific, measureable, actionable, relavent, time-sensitive

Question 13

Heirchical SMART

Answer 13

Shawn and Mahbod, 2007

Question 14

SMART goals help to define a set of work-products that are

Answer 14

different both from an organization wide mission and from individual job objectives. As a result, such work-products require the collective effort of team members to make something specific happen that, in and of itself, adds real value to results.

Question 15

The specificity of performance objectives facilitates

Answer 15

clear communication and constructive conflict within the team

Question 16

Measureable?

Answer 16

KPI - velocity management Duhand, 2000 - measure baseline performance - so that you know whether you’ve failed or met goal

Question 17

SMART goals allow a team to achieve

Answer 17

small wins as it pursues its broader purpose. These small wins are invaluable to building commitment and overcoming the inevitable obstacles that get in the way of a long-term purpose.

Question 18

These types of goals challenge

Answer 18

people on a team to commit themselves, as a team, to make a difference

Question 19

If you combine managers there is a risk that

Answer 19

they focus on the broad tasks such as economic growth, meaning there wont be a specific goal they can achieve or work towards.