Teams & Conflicts Flashcards
1
Q
Explain the common characteristics and differences between groups and teams
A
three common characteristics:
- dependence is the extent to which one member’s tasks and responsibilities are linked to those of other members
- accountability involves who is responsible for the tasks and related outcomes
- time is the duration members spend to together completing tasks and responsibilities
- groups are collections of two or more individuals with low or no task dependency, who are not accountable to each other for their work, and who may or may not assemble for a specified period of time
- teams are collections of two or more individuals whose tasks and responsibilities depend on the other members, are collectively accountable for the performance and outcomes associated with their work, and work together for the time required for task completion
2
Q
Explain Tuckman’s five-stage model of group development
A
- forming = ice-breaking stage when group members tend to be uncertain and anxious about the unknowns such as their roles, the people in charge, and the group’s goals. Mutual trust is low, and there is a good deal of holding back to see who takes charge and how
- storming = time of testing. Individuals test the leader’s policies and assumptions as they try to decide how they fit into the power structure. Sub-groups may form and resist the current direction of a leader or another subgroup
- norming: stage in which a feeling of team spirit is sometimes experienced because members believe they have found their proper roles. Its principal by-product is group cohesiveness, the degree to which members feel part of the collective or “we”
- performing: activity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others. This stage is characterized by a climate of open communication, strong cooperation, and lots of helping behavior. Conflicts and job boundary disputes are handled constructively and efficiently. Cohesiveness and personal commitment to group goals help the group achieve more than could any one individual acting alone
- adjourning: the group’s work is done - it is time to move on to other things. The return to independence can be eased by rituals such as parties or award ceremonies celebrating the end and new beginnings. During the adjourning stage, leaders must emphasize valuable lessons learned
3
Q
Name and explain common forms of teams and three important characteristics of team players
A
- work teams: have a well-defined and common purpose, are more or less permanent, and require complete commitment of their members e.g. professional sports teams’
- project teams: are assembled to tackle a particular problem, task, or project together.
- they most often divide their time between the team and their primary jobs and responsibilities
- they may be from the same department, product, customer, or service area in an organization, or different functional disciplines such as finance, operations, or marketing
- any given employee may be a member of multiple project teams at one time
- Cross-Functional Teams (CFTs) are created with members from different disciplines within an organization, such as finance, operations, and R&D
- Self-Managed Teams (SMTs) self-managed teams have collective autonomy and responsibility to plan, manage, and execute tasks interdependently to achieve their goals
- three important characteristics of team players:
- committed
- collaborative
- competent
4
Q
Explain trust and its three different forms
A
- trust is the willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you
- Contractual trust = trust of character. Do people do what they say they will do? Do managers and employees make clear what they expect of one another?
Tip:
- keep track of your commitments
- be realistic (don’t overpromise), and
- be sure to deliver quality work on time - Communication trust = trust of disclosure. How well do people share information and tell the truth?
Tip:
- keep team members and employees informed by explaining policies and decisions
- provide accurate feedback
- be candid about your challenges and limitations
3. Competence trust = trust of capability. How effectively do people meet or perform their responsibilities and acknowledge other people’s skills and abilities? Tip: enhance your credibility by - demonstrating good business sense - technical ability, and - professionalism
5
Q
Name the characteristics of high-performing teams and the three Cs of effective teams
A
- Compelling team purpose
- Clear goals and responsibilities
- Appropriate mix of knowledge, skills, and abilities
- Effective incentives and motivation
- Trust and communication
- Power and empowerment
- Early and effective conflict resolution
- Norms for collaboration
- Charters and strategies:
team charters: describe how the team will operate,
– how members will share information
– hold members accountable
– deal with conflict, and
– make decisions
team performance strategies are deliberate plans that outline what exactly the team has to do, such as goal setting and defining particular member roles, tasks, and responsibilities - Composition: team composition describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members
- Capacity: adaptive team capacity (adaptability) is the ability to make needed changes in response to demands put on the team
6
Q
Name five take-aways for good collaboration within teams
A
- Communicate expectations
- Set team goals
- Encourage creativity
- Build work flow rhythm e.g.: by using technology
- Leverage team member strengths: set individuals up to win by identifying and utilizing their strengths
7
Q
Explain the punctuated equilibrium with regard to the development of groups
A
- some groups follow a form of development called punctuated equilibrium, as groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives; the group then establishes and maintains new norms of functioning, returning to equilibrium
- extreme examples of punctuated equilibrium often occur because of disruptive technologies, like Apple’s introduction of iTunes
8
Q
What are (group) roles are and why do they matter? Explain the difference between task and maintance roles
A
- a role is a set of expected behaviors for a particular position
- a group role is a set of shared expected behaviors for members of the group as a whole
- task roles enable the work group to define, clarify, and pursue a common purpose
- maintenance roles foster supportive and constructive interpersonal relationships
9
Q
Explain the Reina seven-step model for rebuilding trust
A
- Acknowledge what caused trust to be compromised
- Allow feelings and emotions to be discussed constructively
- Get and give support to others in the process
- Reframe the experience and shift from being a victim to taking a look at options and choices
- Take responsibility. Ask, “What did I do or not do that caused this to happen?”
- Forgive yourself and others
- Let go and move on
10
Q
What is a conflict?
A
- ongoing process starting with an individual/ group perceiving differences and opposition between themselves and others about interests, beliefs or values that matter to them
a modern view: conflict is the energy created by the perceived gap between what we want and what we’re experiencing
11
Q
Explain functional vs. dysfunctional conflict and name their desirable outcomes
A
- functional conflict = constructive or cooperative conflict, is characterized by:
- consultative interactions
- a focus on the issues
- mutual respect,
- and useful give-and-take
desirable outcomes:
- open-mindedness
- increased understanding and strengthened relationships
- innovation
- accelerated growth
- dysfunctional conflict = disagreements that threaten or diminish an organization’s interests
- absenteeism -> more conflict generates more stress, more stress results in more time off
- turnover -> lack of fairness, bullying, or other forms of disrespect and incivility cause people to quit altogether
- unionization -> a lack of fairness can be costly and motivate employees to organize to combat poor treatment and practices
- litigation -> if conflict is not dealt with effectively internal to the organization, many employees will seek legal remedies which are often expensive not only in terms of money, but also time and reputations
12
Q
Name ten common causes of workplace conflict
A
- Personality differences
- Irritating workplace behaviors
- Unmet needs at work
- Perceived inequities of resources and policies
- Unclear roles and responsibilities
- Competing responsibilities
- Change
- Poor management
- Poor communication (including no communication)
- Differences in methods for doing work
13
Q
Name five common warning signs of conflict escalation
A
- Tactics change
- Growing number of issues
- Issues moving from specific to general
- Number of involved parties grows
- Goals change
14
Q
Name the five steps of how to “avoid avoiding”
A
- Stop ignoring a conflict
- Act decisively to improve the outcome
- Make the path to resolution open and honest
- Use descriptive language instead of evaluative
- Make the process a team-building opportunity
- Keep the upside in mind
15
Q
Name the three desired outcomes of conflict management
A
- Change -> conflict is rarely productively resolved if nothing changes
- Goal alignment -> incongruent objectives are common sources of conflict for individuals, groups, and departments, and organizations. Confronting these is an opportunity to review and realign goals to serve the parties involved
- Innovation -> the cousin of change, innovation occurs when conflict generates new and more effective processes, products, and mindset
