Teamwork Flashcards
1
Q
A team member who attempts to compromise or bargain with other team members demonstrates which of the following approaches to resolving conflict?
A. Ignoring
B. Negotiating
C. Demanding
D. Controlling
A
B. Negotiating
2
Q
During team meetings, team members should thoroughly discuss why things can happen before debating why they cannot.
True or False
A
True
3
Q
A team should be given the freedom to act so that mistakes will be made and lessons can be learned.
True or False
A
True
4
Q
Kavan Jordan’s goal is to conduct acceptable orientations for all new travel counselors by the end of the calendar year. Which of the basic criteria of goal setting is missing from this statement?
A. The goal is fine the way it is written
B. It does not focus on an important result
C. No date is given for reviewing the goal
D. It is not measurable
A
D. It is not measurable
5
Q
Which of the steps below should be taken initially to ensure conflict is viewed positively?
A. Regularly elicit and communicate true thoughts and feelings
B. Handle the urgent items on a “to do” list as quickly as possible
C. Clearly identify what is causing the conflict
D. Increase efficiency and effectiveness in your agency to reduce conflict
A
A. Regularly elicit and communicate true thoughts and feelings
6
Q
The first step in solving a problem is to:
A. Gather the necessary information
B. Sense the problem
C. Identify the problem
D. Determine if it really is a problem
A
B. Sense the problem
7
Q
Shy people are ineffective networkers
True or False
A
False
8
Q
Which of the following is not a characteristic of a productive team?
A. Leadership is shared with every member of the team
B. A constant high level of communication among members is maintained
C. Team members have individual missions
D. Emphasis is more on “We” rather than “Us and them”
A
C. Team members have individual missions
9
Q
When it comes to making important team decisions, consensus is more effective than voting.
True or False
A
True
10
Q
When dealing with conflict, teams need to negotiate more than innovate.
Ture or False
A
False
11
Q
Characteristics of a well-defined mission statement
A
- includes what an organization/team does and who it does it for,
- clarifies why we exist (What is the organization’s or team’s primary purpose?),
- is short,
- is reviewed regularly or as conditions that may impact the mission change, and
- becomes the environment in which everyone is encouraged and accountable to operate.
12
Q
A mission benefits your organization because it
A
- empowers teams to set and reach more ambitious sales and profit goals,
- facilitates brainstorming,
- encourages universal solutions through consensus,
- focuses the activities of team members to be more efficient and effective,
- becomes easier to manage by reducing one-on-one time,
- enhances interdepartmental support of a common mission, and
- promotes positive, not negative, conflict.
13
Q
A mission benefits team leaders and members because it
A
- fosters personal development to better reach personal goals and full potential,
- allows greater control of a team member’s future,
- breaks down status differentials, allowing everyone to be an entrepreneur,
- builds stronger relationships with others, thereby reducing stress-related problems, and
- increases self-esteem.
14
Q
Steps to developing a mission
A
- Discuss trends, if any, that may affect the mission
- Individually write and clarify mission statements
- Elicit views from others
- Revise your mission statement
- Develop a rough draft of the mission
- finalize the mission
- Identify potential barriers to the mission
- Communicate the mission
15
Q
What is a team?
A
A team is any group that is committed and organized to work together to achieve a common purpose.
16
Q
What is Project Aristotle?
A
A lengthy study conducted by Google on the work habits of its own employees using hundreds of its teams.
Google researchers found the mix of personality types, skills, or other demographics did not seem to matter in gauging whether a team was successful. What distinguished good teams from dysfunctional groups was how teammates treated one another.
Google found teams work best when members feel they can take risks, can count on each other, have clear goals and believe their work matters.
17
Q
Characteristics of a productive team
A
- identical mission and goals,
- a high level of quality communication,
- shared leadership,
- encouragement of flexibility and creativity,
- freedom to make mistakes, and
- a “we” rather than an “us versus them” philosophy.
18
Q
Synergy
A
The interaction of two or more people or teams so their combined result is greater than the sum of individual efforts.
19
Q
Here are some clues that your team needs to build trust:
A
People are withholding information.
You find it hard to share your true thoughts and feelings with others.
Team members tend to place blame and guilt on each other.
There is a need to cover your tracks.
Individuals are talking behind the backs of others on the team.
You often have to read between the lines, trying to guess what truly was meant.
People are not keeping their commitments.
20
Q
How to build trust in a team
A
Be assertive, not aggressive, in expressing your honest thoughts and feelings.
Choose your words carefully.
Work to eliminate conflicts of interest.
Don’t allow or encourage backstabbing or gossiping.
Give team members the benefit of the doubt.
Make time to actively listen to each other with respect.
21
Q
Evaluating how a team functions and measuring its results can aid in:
A
Increasing personal development,
Reinforcing positive behaviors,
Identifying improvement opportunities,
Improving communication among team members,
Setting more realistic goals,
Prioritizing activities, and
Recognizing both team member and team performance.
22
Q
Stages of Team Growth
A
Increasing awareness and setting direction
Increasing negative conflict
Coming together
Establishing a credible team
23
Q
Measurable results of effective individual team member behavior include:
A
- the number of ideas contributed by the member
- the turn-around time for the completion of tasks
- the accuracy of data supplied to the team
- the overall contribution to the final team product or service
24
Q
Efficient behaviors and processes are demonstrated by a team include:
A
- runs effective meetings
- communicates well as a group
- allows all opinions to be heard
- comes to consensus on decisions
- engages in successful problem-solving techniques
25
When to evaluate team roles
when a team is being formed
when additional or new priorities are set for or by the team
when the team needs to reorganize
when a new project begins
when team or individual responsibilities change
when things are getting boring, and the team needs to be energized
26
Guidelines to developing team roles
Team members do not always take turns in performing other team members’ roles.
Roles will be modified as the team evolves and the nature of the work changes.
There always will be a variety of opinions as to what the roles should be.
Teams may find it necessary to experiment before being comfortable with defining roles.
Team members’ roles should not be carbon copies of those of other teams.
27
The role of team leaders
encouraging an environment that is supportive of all team members to achieve their mission and reach personal goals,
coaching and counseling team members to develop their technical, operational, and/or requisite behaviors,
looking for ways to continually improve the team’s operating process, and
keeping necessary team records, correspondence, minutes of team meetings, agendas, and other relevant information.
28
What is a leader?
Leaders influence others to achieve a vision.
29
Can you think of and write one or more reasons why any organization would want to give out awards for the mistake of the year?
Effective teams want mistakes to be shared.
Creativity increases when team members are encouraged to take risks.
Problems are not solved by punishment.
30
Team members' roles include:
improving the requisite knowledge and skills consistently,
training other team members to effectively handle assigned roles,
supporting, rather than undermining, the decisions reached by the team,
advocating the importance of continually practicing the mission,
trusting in their own ability and in the ability of their teammates to make effective, timely decisions, and
asserting themselves to clearly understand expectations.
31
Prevent overlapping roles by:
Writing down the actual accountabilities of each team member
Writing down who will assume each of the roles
Achieve a consensus regarding the role, skills, and expertise needed
Achieve a consensus regarding who will be accountable to take on the role
32
What is the first step to solving a problem?
Sensing that a problem exists.
33
Identifying the problem leads to ___ and is Step ___
Problem Statement, Step 1
34
Examining Basic Causes leads to ___ and is Step ___
Root Causes, Step 2
35
Evaluating Possible Solutions leads to ___ and is Step ___
Determining Options, Step 3
36
Choosing Best Solutions leads to ___ and is Step ___
Action Plan, Step 4
37
Implementing Solution(s) leads to ___ and is Step ___
Desired Result, Step 5
38
Step 1 — Identifying the Problem
Completing this step will require all team members to
- avoid the common mistake of jumping back and forth between steps 1 and 2 (problems) and steps 3 and 4 (solutions),
- define the difference between opinions and facts; both are useful but only when it is known which is which,
- look both upstream (what happens before the work gets to you) and downstream (where the work goes after it leaves you) for problems,
- prevent finger pointing and griping at team meetings, and
- reach agreement on a written, understandable, and short definition of the problem.
39
Step 2 — Examining Basic Causes
Completing this step will require all team members to
- be creative in gathering and analyzing relevant information,
- elicit as many options as possible by asking who, what, why, where, when, and how,
- keep those who are affected by the problem involved and informed,
- focus on issues, not on personalities, and
- gain written consensus on what the root causes are.
40
Step 3 — Evaluating Possible Solutions
Completing this step will require all team members to
- assertively provide honest and open feedback,
- actively listen to each other for possible solutions,
- make a list of suggested solutions before discussing them in depth, and
- explore the pluses and minuses of each solution.
41
Step 4 — Choosing Best Solutions
Completing this step will require all team members to
- prioritize the best solutions based on the list of suggested solutions,
- understand that team members are more committed to implement the solutions if they had a hand in developing them, and
- choose realistic solutions that will address the problem and can be realized within a reasonable time.
42
Step 5 — Implementing the Solution(s)
Completing this step will require all team members to
- develop, by consensus, a written time and action plan (goal and strategies, persons accountable for each strategy, and completion dates) to increase focus, coordination, and accountability,
- assess if the solutions are working and, if not, what changes need to be made to solve the problem,
- recognize and share accomplishments and disappointments, and
- share any lessons that were learned.
43
Pareto Chart
Used to identify which significant factors need to be addressed first, based on the ranking of importance.
44
Nominal Voting Technique
A structured approach without much discussion that narrows a list of options, resulting in the selection of one or more choices.
45
Steps to take if your team is at a standstill
Step 1: Have each team member write, independently, his or her own suggestions
Step 2: When everyone is finished, each member reads one idea from his list in rotation. record each entry on a flip chart or screen without discussion. Combine similar ideas if participants allow
Step 3: Discuss and clarify any recommendations
Step 4: each team member will write his own perception of the top three most important ideas and assign ranks (3=highest, 1=third highest)
Step 5: Each team member shares their rankings.
Step 6: Idea rankings are totaled and the one(s) with the highest number of points become the selection to work on.
Step 7: Team will create an action plan based on the top idea
46
Goals must
focus on important results,
be challenging but achievable,
be measurable,
be linked to the mission and the standards developed,
be mutually agreed upon (consensus) by the team,
be written, and
be periodically reviewed.
47
Three rules of goals
First: Who will do it
Second: What is expected to be achieved? How will we know it is achieved?
Third: When will it be completed?
48
Establishing appropriate rewards for your team involves these four steps:
understand your organization’s reward philosophy,
decide on what should be rewarded,
choose appropriate rewards, and
deliver the rewards.
49
Criteria for an appropriate award system
What performance expectations should be rewarded?
What systems currently exist to reward those who reach or exceed these expectations?
Are there any present accomplishments that are not being rewarded?
Are there any present negative consequences for meeting or exceeding expectations?
Are there any undesirable behaviors of team members that are presently being rewarded?
50
Positive conflict
Individuals and teams show mutual respect for each other’s thoughts and feelings despite differing views and personalities. They eventually develop trust, share information, and develop strong working relationships. They are secure enough to communicate honestly rather than trying to have people read between the lines of what is being said. They assert themselves and admit to their mistakes. Believing Eleanor Roosevelt’s quote, “No one can make you feel inferior without your consent,” negative things that come their way are not taken as personal attacks. They feel committed and competent to achieve positive results for their organization and for themselves.
51
Negative conflict
Individuals view others as enemies, ignore or do not respect the basic human rights of others. They try to win, no matter what the price. They see people only as expenses, not as investments. Listening to negative feedback often results in defensiveness. They limit the choices they have to act because they do not attempt to elicit honest thoughts and feeling from others.
52
Conflict
a set of divergent behaviors, aims, or methods
53
Analytical
Intellectual behavior
Isolates the fundamental parts of a complex problem; is detail-oriented
54
Organized
Intellectual behavior
lays out tasks in a logical sequence; establishes and maintains priorities
55
Conceptual
Intellectual behavior
has the ability to form mental concepts and see overall picture
56
Objective
Intellectual behavior
separates fact from feeling
57
Flexible
Intellectual
can change a course of action when new information makes it apparent that another way would be more effective
58
Honest
Emotional Behavior
acts sincerely and candidly; avoids deception or game playing
59
Persistent
Emotional Behavior
pursues aims despite barriers and disappointing occurrences
60
Ambitious
Emotional Behavior
shows a strong desire to reach personal goals
61
Self-Disciplined
Emotional Behavior
deals with difficult or unrewarding assignments without procrastinating
62
Results-Oriented
Emotional Behavior
determined to achieve meaningful results; concentrates on preventing and solving problems to reach stated goals
63
Fast-paced
Emotional Behavior
accomplishes work quickly; consistently shows a strong sense of urgency
64
Assertive
Emotional Behavior
has an ability to express honest thoughts and feelings to others while treating them with respect
65
Enthusiastic
Emotional Behavior
accentuates the positive sides of situations while recognizing negative aspects
66
Methodical
Emotional Behavior
uses an orderly, painstaking, deliberate, or systematic approach; is less concerned with speed than with accuracy
67
Persuasive
Interpersonal Behavior
influences the thinking of others
68
Open-minded
Interpersonal Behavior
is impartial or unbiased; is receptive to new ideas
69
Gregarious
Interpersonal Behavior
expresses a personal interest in people; is sociable and easy to speak with
70
Communicative
Interpersonal Behavior
listens without judging; is articulate; has strong writing skills
71
Sensitive
Interpersonal Behavior
shows understanding of others; anticipates how others will feel as a result of what is said or done
72
Opinionated
Interpersonal Behavior
has courage of his or her convictions
73
Conflict response: Ignoring
Team members who respond to conflict by ignoring it often are saying that the conflict doesn’t exist, and they hope it will go away. They retreat.
Sometimes, retreating can be a smart thing to do. It may be the wisest course of action when team members are too angry to talk, need more information or feedback, or are developing a plan. Also, if the conflict is unimportant, that is, it doesn’t relate to the team’s mission or values, it pays to walk away, at least mentally.
74
Conflict response: Controlling or Suppression
This method is used when team members do not want to hurt the feelings of others. The emphasis is placed on maintaining or strengthening relations with others. There is a feeling that tranquility will win out if we just hide what bothers us. While generally not a good long-term solution, it may be wisest in unimportant matters of conflict or where it may save or strengthen a relationship.
It is important to be sensitive to individuals’ feelings, but you never have to own their feelings. That is one major reason for conflict — people taking things too personally.
75
Conflict response: Demanding or Directing
This method, when used too often, involves team members who abuse their roles and authority. They might use the power of their positions to start and resolve negative conflict.
However, when a conflict cannot be resolved, a person with authority will have to decide. For example, a sales manager tries to influence her travel agents to accept her sales goal of 9% over last year. The agents disagree, thinking that even 6% is too high. After the sales manager explains the new strategies to be used and explains how 9% is an achievable goal, the agents still do not accept it. At this point, the manager should use her authority to have the agents comply. When speed is a prime concern, any team member may use the demanding or directing method.
76
Conflict response: Negotiating
Also referred to as compromising and bargaining, negotiating relates to a give-and-take approach to resolving conflict. Negotiating an end to conflict requires team members to focus on working as a team to beat the problem, not each other.
Although negotiating can produce positive results, people can feel manipulated by someone who gave up less than expected. The conflict often is resolved by team members starting at opposite ends and eventually ending up somewhere in the middle.
Negotiating works well when team members have some degree of flexibility because it is a way of adding objectivity to their discussion. Attention is placed on achieving our goal through mutual gain.
77
Conflict response: Innovating
When the attempt is made to become innovative in resolving divergent aims, methods, or behaviors, new perceptions normally surface. By using focused listening, rather than debating, more input is elicited. The result is that all team members involved are able to contribute creatively.
Even if fresh ideas run dry, team members are more committed to the final outcome because they were encouraged to actively participate and be a part of forming the future. The term “innovating” is preferred to other labels, such as “problem solving” or “collaborating,” because it focuses on an inventive approach.
Innovating is used when there is a need for team members to reach consensus on matters, rather than having the majority win and the minority viewed as losing. Innovating normally is the best team approach to use.
78
Guidelines for managing conflict
1
Regularly assess how your team resolves conflict. Use the methods in this lesson to guide your team in determining the best way to manage your conflict.
2
Especially concerning important matters, try to achieve consensus when resolving conflict. Avoid voting to reduce the feelings of being on the winning or losing side.
3
meetings, request that only positive feedback be shared first by everyone. Explore every possibility as to how we can make things work before expressing why suggestions will not work.
4
Compliment associates for their contributions even if their point of view is not totally accepted by those at the meeting. Focus on having people speak freely in order to encourage future input and buy-in as to future decisions.
5
When appropriate, use humor to encourage a relaxed environment, which is conducive to dealing with conflict in a positive manner.
6
Always consider, especially after a major conflict, how you can build or maintain the rapport you have achieved with your team members.
7
Strive to end every meeting on a positive, constructive note.
79
Symptoms of:
Conflict with another team member
A team member has upset you.
It is difficult to work with this person.
You tend to avoid each other.
Work that requires both of your efforts is not getting done.
80
Actions to take when there is:
Conflict with another team member
Take time to evaluate your view of the problem.
Do not involve your team; talk to the person privately.
81
Symptoms of:
Team conflict with one team member
Obstructive behavior is evident from a team member.
The individual causes ongoing problems.
82
Actions to take when there is:
Team conflict with one team member
Have a person-to-person talk with the individual.
Decide with the team leader or trusted associate on ways to approach the person.
83
Symptoms of:
Conflict between several team members
Discussions turn into arguments.
Cliques are forming within the team.
You are torn between the team and team members that you support.
84
Actions to take when there is:
Conflict between several team members
Recognize the problem and address it with the group.
Have a separate meeting to resolve the conflict.
85
Symptoms of:
Conflict with the whole team
The team’s direction is different than what you would like to see.
You are not happy with the way the team acts.
86
Actions to take when there is:
Conflict with the whole team
Objectively evaluate your view with a team leader or person you trust.
Develop a strategy to discuss it with the team members.
87
Symptoms of:
Conflict between teams
Your team’s progress is blocked by another group.
You get complaints from another team.
88
Actions to take when there is:
Conflict between teams
Determine if the team is aware of the conflict.
Agree on a course of action as a team and implement it with the other team.
89
Symptoms of:
Conflict with someone outside the team
This person impedes your team’s progress.
The same individual complains about your team to your team and others.
90
Actions to take when there is:
Conflict with someone outside the team
Let the team know what this person is doing and, if possible, why.
Set a plan, as a team, to resolve the differences and act upon it with the person.
91
Networking
making a social or professional connection with another person and usually is mutually beneficial.
92
Networking 5 Ws
Who(m)
What
When
Where
93
Networking Who
WHOM do you know? Andrea R. Nierenberg, in Essential Business Networking: Tips, Tactics, and Tools You Can Use, says there are at least 200 people who already are part of your network, and all you have to do is to connect the dots among them. She notes that these 200 people may include friends, family, clients, suppliers, co-workers and colleagues, other travel professionals, former classmates, neighbors, people who share your hobbies and interests, and people you meet by chance.
But another important question to ask is: WHO knows you? Put yourself and your firm where people can find, meet and get to know you. You can accomplish this through public speaking, using social media, participating in trade shows, writing an article or blog or sending emails to your current clients and suppliers. You just have to get out there!
94
Networking What
WHAT do you hope to accomplish? According to Jeffrey Gitomer, author of Little Black Book of Connections, if you don’t know what you want, you’ll probably not get it. He suggests asking yourself these questions:
What do I want from networking?
What am I trying to get out of investing my time in networking and making connections?
Who am I trying to connect with?
Do I need to dedicate more time to it?
How many people do I want to meet a week?
What have been my results so far?
Who have I connected with, and what has it meant to me?
95
Networking When
WHEN will you find the time to fit in all this extra work? A simple and fairly painless way is to start your workday 15 minutes early. Sip a little coffee and send a follow-up email to a recent acquaintance, respond to something you liked on another person’s website, browse through an upcoming trade show brochure or look at the local Chamber of Commerce website for a promising lunch meeting. Those few minutes add up to more than an hour of networking per week and will reward you with an immense feeling of accomplishment, not to mention the knowledge that you just strengthened your brand.
96
Networking Where
WHERE can you go to be most effective? The answer is: everywhere! Formal networking at meetings and conferences provides only half the opportunities. Be sure to ferret out informal interactions like standing in line at the grocery store or sitting in the bleachers at a little league game. Work on your elevator speech: a 30-second summary of you, your product, and your service. Be ready to give that speech whenever you get the chance. And be sure to have your business cards handy, along with a small notebook or your phone to record important information about the people you meet. Don’t forget to follow up!
97
________ are usually great listeners — taking in more information and remembering more details than their more talkative colleagues — and they tend to focus on the speaker, making that person feel significant.
Introverts
98
Conflict
A set of divergent aims, methods, and behaviors.
99
Effective
Doing right things.
100
Efficient
Doing things right.
101
Goals
Statements of specific, measurable results to be achieved in accomplishing the objectives.
102
Leader
One who influences others to achieve a vision.
103
Mission
The reason or purpose why an organization, department, or project team exists.
104
Network
A supportive system of sharing information and services among people and groups with common interests.
105
Nominal Voting Technique
A structured approach, without much discussion, that narrows a list of options, resulting in the selection of one or more choices.
106
Objectives
Broad statements of a desired future condition based on what needs to be achieved.
107
Pareto Chart
An analysis tool used for separating the few significant factors from the insignificant many.
108
Strategies
Descriptions of specific tasks required to accomplish goals.
109
Synergy
The interaction of two or more people or teams so that their combined results are greater than the sum of their individual efforts.
110
Tasks
Work assigned or taken on as part of one’s responsibilities.
111
Team
Any group that is committed and organized to work together to achieve a common purpose.
112
Trend
The general direction in which something tends to move.
113
Values
A deeply held set of beliefs that guide organizational behavior.
114
During team meetings, team members should thoroughly discuss why things can happen before debating why they cannot.
True or False
True
115
When it comes to making important team decisions, consensus is more effective than voting.
True or False
True
116
The first step in solving a problem is to _____
Sense the problem
117
Which of the steps below should be taken initially to ensure conflict is viewed positively?
A. Handle the urgent items on a "to do" list as quickly as possible
B. Regularly elicit and communicate true thoughts and feelings
C. Clearly identify what is causing the conflict
D. Increase efficiency and effectiveness in your agency to reduce conflict
B. Regularly elicit and communicate true thoughts and feelings
118
A team member who attempts to compromise or bargain with other team members demonstrates which of the following approaches to resolving conflict?
A. Ignoring
B. Negotiating
C. Demanding
D. Controlling
B. Negotiating
119
Shy people are ineffective networkers.
True or False
False
120
Which of the following is not a characteristic of a productive team?
A. Team members have individual missions
B. Leadership is shared with every team member
C. A constant high level of communication among members is maintained
D, Emphasis is more on "we" rather than "us and them"
A. Team members have individual missions
121
When dealing with conflict, teams need to negotiate more than innovate.
True or False
False
122
Kavan Jordan’s goal is to conduct acceptable orientations for all new travel counselors by the end of the calendar year. Which of the basic criteria of goal setting is missing from this statement?
A. it is not measurable
B. It does not focus on an important result
C. No date is given for reviewing the goal
D. None; the goal is fine the way it is
A. it is not measurable
123
A team should be given the freedom to act so that mistakes will be made and lessons can be learned.
Ture or False
True
