Week 11 Flashcards
What is the quote by Yogi Berra about team building
-if you don’t know where you’re going, you’ll end up somewhere else
What is the overall definition of team building
-its a deliberate and purposeful attempt at improving any portion of a teams environment, meant to facilitate functioning and/or member experiences
What is the finding of Neuman et al meta-analysis
-team building was most effective intervention for satisfaction and other work-related attitudes
-team building was most effective intervention for productivity
What was team building effective in according to Martin et al meta analysis
-performance
-cohesion
-role effectiveness
What types of team building were most effective according to Martin et al meta analysis
-adventure
-omnibus
-interrelationship
-goal setting
What is the most effective length of delivery for team building according to Martin et al meta analysis
-greater than 20 weeks
What is the problem with origins of team building research in sport
-man studies site main 6 studies which are actually about cohesion
-old
What are the different approaches of team building
-direct approach
-indirect approach
Direct approach
-consultant works directly with athletes implementing team building program
Indirect approach
-consultant works with coach, then coach implements intervention program to the athletes
Are indirect or direct approaches better
-no significant difference
Indirect approach team building stages
-introduction
-conceptual
-practical
-intervention
Introduction
-basis for introducing the program
-benefits of desired outcome
Conceptual
-outline conceptual model
-simplify complex process, draw attention to what specific factors you want to address
Practical
-practical strategies to address specific factors
-both coach and consultant alike are active agents
Intervention
-putting plan into practice
What is included in the conceptual model of team building
-group structure
-group environment
-group processes
-cohesion
What are the inputs of the conceptual model
-group structure
-group environment
What are the throughputs of the conceptual model
-group processes
What are the outputs of the conceptual model
-cohesion
What is included under group structure
-roles
-norms
-leadership
Roles
-ensure roles are clear and accepted
-address discrepancies
-come to a consensus/understanding
Norms
-develop list of norms to abide by
Leadership
-ensure leaders are fostering a positive atmosphere and meeting needs of team members
-provide positive feedback, and social support
-build a sense of reliability and trust
What is included under group environment
-distinctiveness
-togetherness
Distinctiveness
-develop a shared group name
-same uniforms, where only members of the team can have it
-make a part of the uniform distinct to the team
Togetherness
-travel to competitions/rotate roommates
-spend time together
-try other activities
What is included under group processes
-cooperation
-communication
-team goals
Cooperation
-integration and cooperation during practices
-work together on drills
-foster teamwork with tasks
Communication
-exchange contact information
-social media
Team goals
-team goal setting
-most commonly used TB intervention and most effective
Cohesion
-leadership is coherent, visionary, and acceptable
-members understand/accept roles and responsibilities
-members become more committed to group goals
-develops positive, energetic, and empowering climate
-group meetings more efficient and effective
-group weaknesses recognized and reduced
What was the intervention by Senecal et al
-season long TB intervention
-8 female teams
-3 stage goal setting protocol
What was stage 1 in the 3 stage goal setting protocol by Senecal et al
-goals identified
-team consensus
What was stage 2 in the 3 stage goal setting protocol by Senecal et al
-goals consistently discussed and assessed
What was stage 3 in the 3 stage goal setting protocol by Senecal et al
-goals revistited after about 6 games
Results over time in Senecal team building intervention
-significant differences in cohesion between intervention and control
What happened with cohesion in Senecal team building intervention
-did not improve in intervention group
-decreased in control group
What is condition setting
-area of study originating from industrial/organizational psychology
What are Hackmans 6 conditions for group effectiveness
-real team
-compelling purpose
-clear norms
-right people
-team-focused leadership
-supportive context
What is considered as a real team
-common fate/interdependence
-social structure/organization
-shared objectives
-identity
What does it mean to have a compelling purpose
-understanding our why
-provides direction in the complex and dynamic world
-acts as a framework to monitor and reflect upon your practice
-ongoing journey that requires frequent reflection and systematic updating
What are clear norms
-patterns of behaviour/levels of performance expected within a group
What do clear norms group discussions include
-what members want to start, stop, and continue
What is included under right people
-role concepts
-transactive memory
Role concepts
-set of behaviours expected of a person occupying a specific context
Transactive memory
-knowing who to go to for what
What is team focused leadership
-are the behaviours leaders engaging in benefiting the group
What are supportive contexts
-environments that promote thriving
What does “environments that support thriving mean”
-experiencing enhanced physical, psychological, and social health, while also succeeding in relevant life domains
What did the xerox study by wageman contrast the impact of
-predetermined service team design choices
-hands on coaching
Predetermined service team design choices
-structures/systems put in place that determine the operations or functions of a team
Hands on coaching
-direct interaction of a leader to shape processes that produce the desired outcome
Which construct led to increased self-management and task performance
-predetermined service team design choices
What 2 conditions did the Oldham look at
-compelling purpose
-supportive environment
What was the outcome of the Oldham study
-increased intrinsic motivation
-satisfaction
What did the study by Hackman look at
-case study with united states intelligence community
What was the finding of the Hackman study
-workers discussed the importance of leadership group spending most of their time on structuring the work environment properly
What is an example of what makes a real team from sport
-uniforms
-clear boundaries
-selection proceses
-overt competition against ‘out-groups’
What are examples of compelling purpose from sport
-winning coaches said “a clearly articulated vision of what is necessary to win was central to success”
-coaches expressed necessity of having mechanisms in place to translate vision to athletes and support staff
What are examples of clear norms from sport
-increased norms for social interaction reported better performances
-decreased social loafing when high performance norms are understood across a team
What are examples of right people from sport
-using a socialization approach to the sport context, highlights the importance of aligning new members with organizational needs
-notes significance of the “right athletes” above a beyond skill or talent for sport
What are examples of team-focused leadership from sport
-transformational leaders take great care to ensure a positive athletic environment
-importance of considering leaders as “cultural architects” for the environment
What are examples of supportive context from sport
-researchers must “understand how macro- organizational processes and concepts in sport influence individual behaviour”
What were the 5 COACH conditions from the Staehli study
-create a team vision with clear objectives
-opt for athletes of best fit
-assign team roles and expectations
-confirm and allocate necessary resources and support
-have competent and prepared team coaching
