Team Building

Question 1

What are the 5 roles in Salas’s big five?

Answer 1

Team Leadership, Mutual performance monitoring, Backup behaviour, Adaptability, Team Orientation

Question 2

What does the team leadership (lion) do?

Answer 2

Define Goals, Organise resources, Diagnose issues and generate solutions

Question 3

What does the mutual performance monitor (rhino) do?

Answer 3

Keep Track of team members work, Check things are running smoothly, keep up the synergy/ motivate

Question 4

What does backup behaviour do?

Answer 4

Provide resources/effort to the task when needed, redistribute workload, compensate during high-stress periods

Question 5

What does adaptability do?

Answer 5

Amends/Adjust actions as needed, adaptation needs to be focused and not random, also must take a ‘birds-eye’ view of the situation

Question 6

What does Team orientation do?

Answer 6

has an affinity for working with others and enhances individual performance, willingness to accept feedback

Question 7

What are the Tuckman stages of team development?

Answer 7

Forming, Storming, Norming, Performing and Adjourning

Question 8

What is the ‘Forming’ Stage?

Answer 8

Politeness, hesitance as the team acclimatises, establishing rapport and the task parameters

Question 9

What is the ‘Storming’ Stage?

Answer 9

Hostility, Arguments, Conflict, rivalry for position/power change in the ‘pecking order’

Question 10

What is the ‘Norming’ Stage?

Answer 10

Members accept the group, Group Boundaries established, sense of structure and goals emerge

Question 11

What is the ‘Performing’ Stage?

Answer 11

Functional roles develop, relationships established, facilitates problem-solving and decision-making

Question 12

What is the shaper?

Answer 12

» Driven, focused - keeps team moving; dynamic; thrives under pressure. Courageous. Faces
obstacles head-on.
» Challenging, provocative, at times insensitive, impatient and bad tempered.

Question 13

The Implementor:

Answer 13

» Practical and reliable. Likes to generate a workable plan and implement it efficiently. Takes
action; a good organizer.
» Somewhat Inflexible and unresponsive to opportunities. Reluctant to relinquish their plans.

Question 14

» The Completer-finisher:

Answer 14

Comes into their own at the end of tasks: polish and scrutinise the work for errors; high
standards. Painstaking, conscientious, anxious.
» Tends to worry; reluctant to delegate. Perfectionists.

Question 15

The Plant:

Answer 15

A highly creative, imaginative, free-thinking, unconventional problem-solver and
ideas-generator
» Might be absent-minded and forgetful, ignore incidentals, and could communicate suboptimally due to preoccupation.

Question 16

The Monitor-Evaluator:

Answer 16

Logical, impartial, dispassionate in considering options. Sober
and strategic.
» Might be uninspiring and might lack drive. Tends to be overly critical and slow to make
decisions.

Question 17

The Specialist:

Answer 17

Contributes in-depth knowledge & skill in a key area; single-minded,
dedicated, driven.
» Contributes on a narrow front and can dwell on the technicalities; inclined to offer
information overload

Question 18

Teamworker:

Answer 18

Facilitates team cohesion, versatile, identifies what needs to be done and
does it for the team. Co-operative, perceptive and diplomatic; a good listener and maintains
harmony.
» Can be indecisive under pressure; avoids confrontation and unpopular decisions.

Question 19

Co-Ordinator:

Answer 19

Focuses on the team’s objectives, draws out team members and delegates
work appropriately. Mature and confident, identifies talent & clarifies goals.
» Can be manipulative and might over-delegate, leaving themselves minimal work load

Question 20

Resource Investigator:

Answer 20

Inquisitive; brings ideas back to the team. Outgoing,
enthusiastic. Opportunistic networkers.
» Can be over-optimistic, and interest may wane. They may forget to follow through.

Question 21

What are Salas’s 3 co-ordinating mechanisms?

Answer 21

Mutual Trust, Shared mental models, Closed loop communication