Teamwork And Conflict *G11 Flashcards

1
Q

📌 What is a good team: important aspects *2

A

*members understand duties, rights and responsibilities to avoid role ambiguity
*role overload: additional roles on remaining members

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2
Q

What’s a good team *6

A

*understand roles
*synergy within team
*open minded
*respecting opinions
*communication
*strong leader

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3
Q

Understand roles *2

A

*responsibility is understood and it is known what is expected
*so different skills are appreciated and compensated

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4
Q

Synergy within team

A

Combined efforts creates bigger outcome than individual effort

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5
Q

Open minded *2

A

*giving and receiving constructive criticism
*helps discuss aspects that are and aren’t working

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6
Q

Respecting opinions

A

More productive to agree to disagree that waste time arguing

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7
Q

Communication *2

A

*clear instructions and feedback keeps everyone informed
*helps informs what still needs to be achieved

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8
Q

Strong leader *3

A

*flexible leadership
*supports in different arises
*motivates

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9
Q

Forming *5

A

*roles aren’t clear
*have to get to know each other and understand why they are in the team
*boundaries will be tested
*purpose, roles, guidelines are implemented
*lack of confidence to work alone

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10
Q

Storming *3

A

*members decide who they want personal relationships with
*competing and challenging for better position+to look better
*manager must coach members to work together, overcome differences and work towards common goals

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11
Q

Norming *4

A

*settling into roles
*more open communication + group cohesion becomes stronger
*communicate freely on a social level
*manager supports members and endures success is celebrated

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12
Q

Open communication can be

A

Constructive criticism

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13
Q

Performing *4

A

*awareness of who is done and who does it
*members cooperate to achieve common goal
*members take responsibility for contributions, roles flexible
*role of manager now: coaching «< helping struggling members

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14
Q

Adjourning *5

A

*task completed, team terminated
*member find other positions
*feeling of loss when member leave
*still be good if cohesiveness
*manger reminds team of success, celebrations go capitalise on achievements for the future

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15
Q

Team dynamics *3

A

Interaction between personalities*, characteristics and working relationships

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16
Q

Team dynamics can be *2

A

*positive - more productive
*negative - fail to work together - poor team performance

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17
Q

Berlin theory

A

9 roles for a team to function successfully

18
Q

Why can too many/little of the Sam’s people lead to no success

A

Lack of balance

19
Q

Thinkers *3

A

*evaluator
*plant
*specialist

20
Q

Evaluator *2

A

*monitors situations to look for opportunities
*strategically thinks about optimal utilisation of opportunities

21
Q

Plant *2

A

*creative who thinks outside the box
*solves problems in imaginative ways

22
Q

Specialist *3

A

*has uncommon valuable skill
*been doing it, has experience
*shares knowledge with group

23
Q

People orientated *3

A

*resource investigator
*team worker
*coordinator

24
Q

Resource investigator aka networker *2

A

*export who loves talking to others
*establish and network needed connections

25
Q

Team worker *4

A

*diplomat who listens to others
*keeps everyone calm to avoid conflict
*unbiased
*asks opinions then makes decisions

26
Q

Coordinator *3

A

*natural leader who know when to delegate
*ensures members understand goals
*not afraid to make decision if intervention is required

27
Q

Task orientated *3

A

*shaper
*implementer
*finisher

28
Q

implementer *2

A

*converts ideas into practical actions
*does so in a conservative and disciplined manner

29
Q

Practical actions

A

Ideas, instructions

30
Q

Shaper *2

A

*loves pressure
*challenge people to push hard and overcome obstacles- and complete task

31
Q

Finisher *3

A

*conscientious
*looks for mistakes + omissions
*ensures end product is delivered in time

32
Q

Conscientious

A

Being involved
Gives final decisions

33
Q

Conflict management

A

Stop unnecessary actions among co workers

34
Q

Importance of conflict management

A

Turns conflict functional rather than dysfunctional

35
Q

Reasons for conflict *8

A

*lack of communication > misunderstanding > conflict
*resource allocation > no required resources > low morale
*not respecting rules > conflict
*power struggle > promotion competition
*prejudice/ignorance > friction
*personality differences > the way people work > disagreements
*emphasise personal goals instead of overall
*1 flop makes everything flop > frustration

36
Q

Functional conflict *2

A

*resolved in positive manner
*no negative outcome

37
Q

Functional conflict characteristics *5

A

*arguing over how things are done > new ideas, improved creativity
*conflicts resolved in a way that gets people talking > understanding
*us vs them situation > establish group identity - more loyalty
*disagreements investigated > identifies problems
*improved communication and better understanding

38
Q

Understanding develops

A

Organisational vitality

39
Q

Dysfunctional conflict *2

A

*team synergy is broken
*problem is not resolved

40
Q

Dysfunctional conflict characteristics *6

A

*obsessing over what you want/being right > lose focus
*constant fighting > low morale and productivity
*constant arguing > not reaching consensus > time and energy wasted
*fight over everything instead of working together > negative organisational culture
*different goals > reduced group cohesion
*constant verbal disagreements and abuse > hostility, aggressive behaviour