Teams and Team Performance

Question 1

Groups

Answer 1

A collection of two or more individuals with low or no task dependency. Groups are independent and hold individual accountability

Question 2

Formal Groups

Answer 2

Assigned by an organization to accomplish specific goals

Question 3

Informal Groups

Answer 3

When members override their purpose of getting together by friendship or common interest

Question 4

Group Role

Answer 4

Shared expectations for members as a whole

Question 5

Teams

Answer 5

Interdependent, shared accountability

Question 6

self-managed teams

Answer 6

intact work teams with skills, autonomy, and information to manage task performance

Question 7

work teams

Answer 7

intact teams that are hierarchically managed to do the organizations task

Question 8

problem-solving teams

Answer 8

members from the same department meet periodically and solve problems and suggest improvements

Question 9

cross-functional teams

Answer 9

teams from different departments work together and coordinate to periodically solve problems across the board

Question 10

Tuckman’s 5 Stages

Answer 10

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

Question 11

Limitations to Tuckman’s Model

Answer 11

1. Not all teams experience all stages
2. Not all stages happen in order
3. Research Support

Question 12

Punctuated Equilibrium Model

Answer 12

Phase 1: sets the group direction
Transition: initiates major changes
Phase 2: markedly accelerated activity

Question 13

Team Effectiveness Management: Real Team

Answer 13

Stability in the group’s membership over time

Question 14

Team Effectiveness Management: Compelling Direction

Answer 14

A clear purpose that relies on end goals

Question 15

Team Effectiveness Management: Enabling Structure

Answer 15

Group’s dynamic must be producing good structure, enforced norms of conduct

Question 16

Team Effectiveness Management: Social Support from Organization

Answer 16

Group must have a system to collaborate properly

Question 17

Team Effectiveness Management: Coaching

Answer 17

Opportunities for a coach to give help to the team, not just individuals

Question 18

Process Gains: Positive Synergy

Answer 18

teams do better than any individual member could have done by working on their own (info sharing, task coordination & and collaboration, trust, flexibility)

Question 19

Process Losses: Negative Synergy

Answer 19

Teams do worse than individual members could have done by working on their own.

Question 20

5 team dysfunctions

Answer 20

1. Absence of Trust 2. Fear of Conflict
2. Lack of Commitment
3. Avoidance and Accountability
4. Inattention to Results

Question 21

Solutions for the 5 Team Dysfunctions

Answer 21

Trust: Team Bonding Exercises
Conflict: Conflict Resolution/Conflict Management, understanding different perspectives
Commitment: Cascading goals and message, roles and responsibilities
Accountability: Publish goals and standards, regular progress reviews
Results: Based on rewards and recognition

Question 22

Absence of Trust

Answer 22

In a team, we owe it to each other to trust one another to engage in good conflict.

Question 23

Fear of Conflict

Answer 23

When people do not weigh in their opinions and perspectives, they will not engage in the conversation leading to a lack of commitment.

Question 24

Lack of Commitment

Answer 24

When leaders do not encourage conflict, they are essentially begging you not to commit

Question 25

Avoidance of Accountability

Answer 25

When team members do not commit, they will not hold each other accountable. Which is a huge aspect in an efficient team

Question 26

Teamwork on the Fly: Behaviors that help make teams work

Answer 26

1. Speak Up 2. Listen Intently
2. Integrate different facts and point of views
3. Experiment iterative
4. Reflect on your ideas and outcomes

Question 27

Causes of Process loss and gains

Answer 27

1. How the team communicates 2. Common knowledge effect
2. Lencioni’s 5 dysfunctions
3. Psychological Safety
4. The Nature of Conflict

Question 28

Psychological Safety

Answer 28

Shared beliefs between members of a team that the team is safe for interpersonal risk-taking, a sense of confidence that the team will not embarrass, reject or punish someone for messing up

Question 29

3 C’s

Answer 29

Committed, Collaborative, Competent

Question 30

Social Loafing

Answer 30

where people are less productive when they’re working as a team.

Question 31

3 Forms of Trust

Answer 31

1. Contractural trust: trust of character
2. Communication trust: trust of disclosure
3. Competence: trust of capability

Question 32

Conflict Resolution

Answer 32

Used when conflict is bad: Rebuild team trust and recreate that psychological safety, decided the correct way to address and issue

Question 33

Conflict Management

Answer 33

Used when conflict is good: Don’t take sides, avoid a ‘correct’ answer, encourage the conflict/conversation

Question 34

Virtual Teams

Answer 34

Tasks need to be interdependent and challenging, initiate face to face talk or face video conferences, absolute clarity on tasks

Question 35

Cultural Intelligence

Answer 35

Capability to adapt effectively to new cultural contexts. Connects to cognitive, emotional, motivational, and physical well being.

Question 36

Task Trust

Answer 36

Your focus is on the task itself and getting it done

Question 37

Relationship Trust

Answer 37

Understanding the people who assigned the tasks and building that connection