Team Collaboration Flashcards

1
Q

What are common reasons team fail?

A
  • unclear direction
  • stuck in a team development stage
  • lack of trust
  • no sense of purpose
    *rarely lack of statistical analysis
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2
Q

What are the stages of team development? (6)

A

1) Forming
2) Storming
3) Norming
4) Performing
5) Adjourning
6) Recognition

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3
Q

What is the forming stage?

A

where team members start the transition from working as individuals to working together as a team

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4
Q

What are the activities of the forming stage?

A
  • defines the task
  • determines how the task will be accomplished
  • identifies acceptable behavior and how to resolve any problems
  • determine what information is necessary
  • may experience a range of feelings
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5
Q

Things to avoid in the forming stage:

A
  • abstract discussions of concepts or issues
  • irrelevant discussions of unrelated symptoms or problems
  • complaints about the org or perceived barriers to the team’s efforts
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6
Q

Forming stage facilitator strategies include:

A
  • instruct on what to do, and the when, where and how of the project
  • encourage and welcome the team
  • establish GRPI
  • direct team’s efforts
  • provide close supervision
  • exhibit directive behavior
  • help the team develop agreed-to ground rules
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7
Q

What is the storming stage?

A

when conflict may begin to occur. the time to recognize the need for group cohesion, and if necessary, re-establish the group’s goals

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8
Q

What are the activities of the storming stage?

A
  • members may disagree over the next steps in the project or process
  • competition and efforts to control the group appear, instead of collaboration and teamwork
  • members may feel pushed beyond their comfort zones
  • resistance to tasks necessary to move the project forward may be encountered
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9
Q

Storming facilitator strategies include:

A
  • continue close supervision
  • exhibit directive behavior
  • help the team modify the ground rules as needed
  • redirect the team to the purpose of the project
  • model supportive behavior and call out negative behaviors
  • increase listening level to solicit feedback
  • coach the team
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10
Q

What is the norming stage?

A

when members accept the team’s purpose, the other team members and the role of each individual resulting in task completion accelerating

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11
Q

What are the activities of the norming stage?

A
  • reconciles competing loyalties and responsibilities
  • accepts that they have a common focus
  • feels a sense of cohesiveness
  • works out differences
  • expresses criticism constructively
    -establishes and maintains team “norms”
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12
Q

Facilitator strategies in norming stage include:

A
  • reduce level of directive behavior, increase supportive behavior
  • emphasize ground rules, scope, roles, and responsibilities
  • support the team’s activities
  • encourage the team to make decisions
  • help move to a performing stage before the team reverts to earlier stages
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13
Q

What is the performing stage?

A

team members are able to solve problems and implement changes, tension rarely exists

primary goal = successful task completion

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14
Q

What are the characteristics of the performing stage?

A
  • have learned respective roles and responsibilities
  • recognize that each member has different talents
  • are all contributing to the accomplishment of the team’s goals
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15
Q

Facilitator strategies in performing stage include:

A
  • reduce level of directive behavior and become more supportive of day-to-day functions
  • delegate authority to the team
  • monitor team’s goals and performance
  • watch for changes in team dynamics
  • facilitate conflict resolution
  • ensure accountability
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16
Q

What is the adjourning stage?

A

the team disbands after documenting any lessons learned

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17
Q

What are the characteristics of the adjourning stage?

A
  • complete proper documentation
  • train people in new procedures or processes
  • feel a sense of accomplishment at their achievements
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18
Q

Facilitator strategies in adjourning stage include:

A
  • wrap up the project
  • develop and execute transition plans
  • document lessons learned
  • archive project documentation
  • lead a session or activity to celebrate
  • hand the improved process and documentation to the process owner
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19
Q

What is the recognition stage?

A

members should receive recognition for their efforts

rewards should match the results achieved

20
Q

What are the characteristics of the recognition stage?

A
  • recognition from upper management
  • thank you notes
  • newsletters/bulletin boards
  • financial benefits
21
Q

Facilitator strategies in recognition include:

A

the team leader will provide feedback to upper management regarding the type of recognition given to the team

22
Q

What are the effects of negative team dynamics?

A
  • effectiveness compromised
  • team members may quit
  • disengagement/withdrawal
  • factions form
  • team may disband
  • trust reduced
  • frustration and poor morale
23
Q

What are specific negative team dynamics? (11)

A

1) Overbearing Behavior
2) Dominant Behavior
3) Reluctant Participants
4) Unquestioned acceptance of opinions as facts
5) Group thinking
6) Feuding
7) Floundering
8) Rush to Accomplishment
9) Attribution
10) Discounting opinions
11) Digressions & Tangents

24
Q

What is overbearing behavior?

A

interactions only happen between a few members while the rest of the team listens and does not participate

25
Q

What is a strategy to resolve overbearing behavior?

A

have a code of conduct stating all ideas by all team members are to be shared and are equally valuable

26
Q

What is dominant behavior?

A

a few members dominate by interrupting other team members resulting in chaos and difficulty in establishing shared understanding

27
Q

What is a strategy to resolve dominant behavior?

A

include in the code of conduct that all team members should participate

limit participation by dominant members

28
Q

What is reluctant participants?

A

Participants that don’t participate or they give noncommittal feedback, show a lack of interest

29
Q

What is a strategy to resolve reluctant participants?

A

use varied modalities (i.e. write down ideas)
use validation to encourage participation
ask for opinions from all team members

30
Q

What is unquestioned acceptance of opinions as facts?

A

present information without any data or analysis to back the statements up, present unfounded assumptions

31
Q

What is a strategy to resolve unquestioned acceptance of opinions as facts?

A

ask for supporting documentation or facts
question the assumption behind the statements

32
Q

What is group thinking?

A

no public disagreements, but doubts are expressed in private

33
Q

What is a strategy to resolve group thinking?

A
  • remain impartial
  • use tools to determine alternatives
  • play devil’s advocate
  • break the team into small groups
  • hold a “last-chance meeting” to come up with other alternatives
34
Q

What is feuding?

A

hostilities between team members result in heated arguments, slowed progress, and low team morale

35
Q

What is a strategy for resolving feuding?

A
  • have a standard of behavior for arguments in code of conduct
  • step in if an argument is unproductive
  • focus on ideas, not personalities
36
Q

What is floundering?

A

team efforts move forward in an unsteady manner, usually as the result of unclear or incomplete understanding of the team’s goals, objectives or scope

37
Q

What is a strategy for resolving floundering?

A

remind team of the mission and of the positive benefits the project will deliver

38
Q

What is rush to accomplishment?

A

team members may engage in incomplete data collection, inconsistent data analysis, or reaching a conclusion too quickly

39
Q

What is a strategy for resolving rush to accomplishment?

A

remind the team that every idea is needed to find the best solution
make sure the team reaches consensus

40
Q

What is attribution?

A

members state opinions rather than seeking data-based explanations, prefer to frame things in terms of emotional judgments

41
Q

What is a strategy for resolving attribution?

A
  • challenge team members’ assumptions
  • ask for analysis behind conclusions
42
Q

What is discounting opinions?

A
  • members’ opinions are ignored
  • members don’t listen to one another
  • sarcastic comments
43
Q

What is a strategy for resolving discounting opinions?

A
  • provide training in effective listening
  • support the discounted person
  • privately confront someone discounting team members
44
Q

What are digressions and tangents?

A
  • discussions stray outside of the scope or agenda of team meetings
  • time is not well-utilized
  • meetings end with little accomplished
45
Q

What is a strategy for resolving digressions and tangents?

A
  • follow meeting agends
  • redirect discussion back to topic at hand
  • restate ground rules
46
Q
A