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CITI > Teaming > Flashcards

Teaming Flashcards

1
Q

A dynamic, flexible, continuous approach to teamwork for rapid adjustment/response to evolving challenges

A

Teaming

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2
Q

Leadership mindset to promote collective learning through asking questions, sharing ideas

A

Organizing to Learn

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3
Q

Building learning into routine work to promote improvement, adaptation

A

Execution as Learning

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4
Q

A spectrum of uncertainty from routine, to complex, to innovation operations used to align team efforts

A

Process-Knowledge Spectrum

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5
Q

2 Axes of McGrath Task Model

A

Conceptual-Behavioral
Conflict-Cooperation

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6
Q

4 Quadrants of McGrath Task Model

A
  1. Generate
  2. Choose
  3. Negotiate
  4. Execute
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7
Q

2 ‘Generate’ Task Categories of McGrath Model

A

Q1 - Generate
- Planning (Behavioral-Cooperation); generate plans
- Creativity (Conceptual-Cooperation); generate ideas

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8
Q

2 ‘Choose’ Task Categories of McGrath Model

A

Q2 - Choose
- Intellective (Conceptual-Cooperation); problem solving with correct answers
- Decision Making (Conceptual-Conflict); deciding issues with no right answers

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9
Q

2 ‘Negotiate’ Task Categories of McGrath Model

A

Q3 - Negotiate
- Cognitive Conflict (Conceptual-Conflict); different perspectives/viewpoints on the information
- Mixed Motive (Behavioral-Conflict); different priorities

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10
Q

2 ‘Execute’ Task Categories of McGrath Model

A

Q4 - Execute
- Contests/Competitions (Behavioral-Conflict); winners vs. losers, opponents
- Performance/Psychomotor (Behavioral-Cooperation); strive to meet a standard, no opponent

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11
Q

Examples of Planning Tasks

A

Generating concrete strategies, courses of action

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12
Q

Examples of Creative Tasks

A

Generating exploratory/novel ideas with no predefined outcomes; brainstorming

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13
Q

Examples of Intellective Tasks

A

Complex math or business problems with a correct solution

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14
Q

Examples of Decision Making Tasks

A

Managerial decisions or investment opportunities; paths with no absolute right answer

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15
Q

Examples of Cognitive Conflict Tasks

A

Different team members assign different weights/importance to decision variables

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16
Q

Examples of Mixed Motive Tasks

A

Different team members negotiate different interests; management/labor unions

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17
Q

Examples of Contests/Competition Tasks

A

Sports, military

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18
Q

Examples of Performance/Psychomotor Tasks

A

Surgeons, construction teams

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19
Q

Goals of Successful Team Launch

A

Understand shared…
- Purpose
- Resources
- Strategy
- Leadership structure

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20
Q

Communication Norms of Successful Team Launch

A
  • Equal talking/listening
  • Contributions are short and sweet
  • Face-to-face
  • (+) Energy
  • Back-channel communications
  • Separate and regroup
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21
Q

Equation for Team Performance

A

Team Performance = Potential Productivity (PP) + Synergistic Gains (SG) - Potential Threats (PT)
- SG: whole > sum of parts
- PT: absence of essential team process, structure, state conditions

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22
Q

4 Team Performance Distributions

A
  • Symmetric/Normal (what you expect to see; low variability clustered around average)
  • Exponential Tail (what you actually see; incremental differentiation mechanism)
  • Lognormal
  • Pure Power Law
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23
Q

5 Conditions for Team Performance

A
  • Real Team
  • Enabling Structure
  • Compelling direction
  • Supportive Org. Context
  • Expert Coaching
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24
Q

2 Dimensions of Team Learning

A

Internal-External (where the learning occurs)
Exploit-Explore (type of learning)
- Exploit: refine/improve existing processes
- Explore: new/creative idea generation

25
Q

6 Key Learning Routines

A

Internal-Exploit
Internal-Balanced
Balanced-Exploit
Balanced-Explore
External-Exploit
External-Explore

26
Q

Collaborative problem solving involving testing/evaluation. Critical thinkers present balanced arguments, remain open to alternative, accept criticism. Dissenting views are valued and there is collective ownership over the outcome

A

Inquiry - team process for decision making

27
Q

A contest of persuading and lobbying. Spokespeople strive to convince others, defend their position, and downplay weaknesses of their argument. Dissent is discouraged and the outcome is winners/losers

A

Advocacy - team process for decision making

28
Q

2 Types of Conflict

A

(+) Cognitive - Disagreement over ideas or content
(-) Affective - Interpersonal, emotional conflict

29
Q

Tendency of team cultures to want to present only solutions, leading to prescribed recommendations (i.e. advocacy) instead of exploratory conversation (i.e. inquiry)

A

Opinion Culture

30
Q

Leaders soliciting opinions without facilitating an actual discussion or collecting diverse perspectives

A

Progressive Leadership

31
Q

Motivation to “win” invites confirmation bias, leads to ignoring others’ inputs

A

Competitive Processes

32
Q

Peoples’ tendency to share more common/shared information than unique or dissenting information

A

Common Information Effect

33
Q

Tendency to feel better, more positive when discussing shared information

A

Mutual Enhancement

34
Q

Fairness in team processes/decision making results in support instead of resistance from the “losing” side

A

Procedural Justice

35
Q

Ways Leaders Can Establish Procedural Justice

A

Emphasize…
- Deep explanations of,
- Openness to,
- Consideration for,
… New Ideas

No predetermined decisions

36
Q

3 Steps of Sensemaking

A
  1. Explore the wider system (fact finding)
  2. Create a plausible “map” (story/understanding) of the situation
  3. Act on the model to test the model, then update
37
Q

Challenges that demand a response outside of the existing repitoir

A

Adaptive Challenges

38
Q

Ability to perceive the “rules” of the game as you play the game

A

“Emergent” Activity

39
Q

In-person, formal teaming includes…

A

High-fidelity information regarding mood, tone, body language, open-ended engagement

40
Q

In person, informal teaming includes…

A

Tacit information sharing (difficult to structure/codify) regarding team’s personalities, skills, experience

41
Q

Videoconference teaming includes

A

Lower-fidelity info due to its structure, but facilitates smooth back-and-forth communication

42
Q

The ‘Why’ of Team Structure

A

Purpose - compelling, and aligns/motivates the team, not just individuals

43
Q

The ‘Who’ of Team Structure

A

Composition - built for norms, emotional sensitivity, informational diversity

44
Q

Task Variety (1/5 Features of the ‘What’ of Team Structure)

A

Role designed/ structured to demand a range of the team member’s skills/knowledge

45
Q

Task Identity (1/5 Features of the ‘What’ of Team Structure)

A

Role designed/structured to be a whole identifiable work from start to finish

46
Q

Task Significance (1/5 Features of the ‘What’ of Team Structure)

A

Role design/structured to have a real impact

47
Q

The ‘What’ of Team Structure

A

Roles designed/structured for:
- Task variety
- Task identity
- Task significance
- Autonomy
- Feedback

48
Q

A team’s shared mental “model” of where knowledge/expertise resides, allowing quick coordinated access to solutions

A

Transactive Memory System (TMS)

49
Q

Why diverse teams are better than teams comprised of high performing individuals

A

As the talent pool of high performing team members grows, high performers become less differentiated, and the relative benefit of their ability is offset by lacking diversity

50
Q

Like-attracts-like, resulting in homogenous subgroups and divisions within teams

A

Similarity-Attraction Paradigm

51
Q

Us vs. them mentality where people self-assign into “in” and “out” groups, resulting in exclusion and hindered performance

A

Self-Categorization/Social Identity

52
Q

Team divisions along observable shared traits like, demographics, age, gender that impede effectiveness

A

Faultlines

53
Q

Adaptive Leadership recommends…

A

Start teaming with task-orientation (focus on performance, goals, standards), then switching to relationship-orientation (focus on building trust/communication) to sustain effectiveness

54
Q

5 Team States

A
  • Trust
  • Psychological Safety
  • Cohesion
  • Collective Efficacy
  • Adaptability
55
Q

Fair processes used to determine extrinsic rewards

A

Distributive Justice

56
Q

The idea that effective systems measure one’s effort-to-reward ratios relative to other people’s effort-to-reward ratio

A

Equity Theory

57
Q

2 Dimensions of Team Motivation

A
  • Collectiveness - experiencing motivation at the individual vs. team level
  • Dynamism - motivation that stays the same vs. evolves over time
58
Q

6 Areas of Team Motivation

A
  • Design
  • Affect
  • Needs
  • Goals
  • Efficacy
  • Regulation
59
Q

3 Phases of X-Teams

A
  1. Engage external stakeholders for broad understanding
  2. Align internal processes
  3. Execution

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