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WO & SP DT II > WOP Lecture 7: Team Dynamics > Flashcards

WOP Lecture 7: Team Dynamics Flashcards

1
Q

team =

A

groups of 2 people or more who exist to…
- achieve goals
- work interdependently
- perceive to be a team
- influence each other

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2
Q

why informal groups?

A
  • innate drive to bond
  • social identity
  • emotional support
  • achieve personal goals (coalitions: tegen org. negatieve dingen)
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3
Q

team characteristics:

A
  • permanence
  • skill variety
  • authority dispersion
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4
Q

low dispersion =

A

centralized, één baas bijvoorbeeld

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5
Q

departmental karakteristieken

A

P: H
SV: LM
AD: L

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6
Q

self-directed karakteristieken

A

P: HM
SV: HM
AD: H

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7
Q

task-force

A

P: L
SV: H
AD: M

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8
Q

dus korte samenvatting verschillende soorten departments

A

permanence - skill variety - authority dispersion:

departmental: high naar low
self-directed: alles high
task-force: low - high medium - medium

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9
Q

successfactors for self-directed teams

A
  • responsible for whole process
  • interdependent, independent van andere teams
  • support waar nodig (tech, communicatie)
  • autonomy to organize and coordinate work
  • job enrichment
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10
Q

virtual teams success factors

A
  • members characteristics (tech savvy, 5 C’s)
  • high task structure
  • meeting face to face
  • goede tech
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11
Q

advantages of team work

A
  • more knowledge and expertise
  • more perspectives
  • synergy & creativity
  • legitimacy of processes and acceptance of solutions

wat leidt tot
- better decision making
- higher motivation
- information sharing and coordination

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12
Q

3 redenen waardoor mensen higher motivation hebben binnen in een team

A
  • drive to bond
  • accountability to team
  • benchmarks van collegues
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13
Q

2 disadvantages of a team

A
  • process losses (door resources die uitgaan naar team building)
  • social loafing
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14
Q

brookes law

A

meer mensen adden is minder productivity

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15
Q

social loafing

A

people exert less effort in a team

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16
Q

social loafing more likely if…

A
  • individual performance is hidden
  • low motivation
  • individual characteristics
  • team dynamics undermine employee motivation
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17
Q

4 onderdelen team effectiveness model

A
  • org & team environment
  • team design
  • team processes
  • team effectiveness
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18
Q

org. + team environment

A
  • rewards
  • physical space
  • communication
  • org. design
  • org. leadership
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19
Q

team design: team effectiveness model

A

characteristics
size
composition

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20
Q

team processes

A

norms
cohesion
development
trust

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21
Q

team effectiveness

A

accomplish tasks
satisfy needs
maintain survival

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22
Q

minimize social loafing

A
  1. make individual performances more visible
    - measure
    - smaller teams
    - specialize tasks
  2. increase motivation
    - rewards
    - job enrichment
    - awareness social loafing and obligations
    - select motivated employees
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23
Q

best environment for teams

A
  • supportive resources
  • communication (bv door tech)
  • team based rewards
  • inspiring leader
  • external motivating forces
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24
Q

ideal tasks for teamwork

A
  • high complexity tasks -> highly specialized roles
  • high/good structure
  • high task analyzability
  • higher task interdependence
  • low task variability
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25
Q

levels of task interdependence

A

pooled - sequential - reciprocal

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26
Q

best team size

A

6
- least process losses
- higher cohesion -> beter kennen
- faster development
- feel responsible for teams success

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27
Q

team diversity voor en nadelen

A

+ creativity
+ perspectives
+ representation
+ knowledge
+ problem solving

  • slower development
  • faulty decisions
28
Q

5 C’s model

A

effective team member behaviours:

  • coorporation
  • conflict handling
  • coordinating
  • communicating
  • comforting
29
Q

task work=

A

behaviours that complete the task

30
Q

team work =

A

behaviours that effectively make a team

31
Q

2 steps of team development

A
  • social identity: see team as part of personal identity
  • competence development: coordinating routines, sharing mental models
32
Q

Team Development Model

A

forming - storming - norming - performing - adjourning

33
Q

coorporating

A
  • sharing resources
  • accomodate others
34
Q

communicating

A
  • share info freely
  • listen
35
Q

conflict handling

A
  • diagnose conflict
  • use best handling strategy
36
Q

forming

A

learn about each other
evaluate membership

37
Q

storming

A

conflict
uittesten
compete for roles
influence goals
establish norms

38
Q

norming

A

roles are clear, mental models, cohesion, consensus

39
Q

performing

A

efficient coordination, coorporation, trust, team identity

40
Q

adjourning

A

disbanding, shift from task to relationship focus

41
Q

wanneer is formal role assignment

A

formation

42
Q

wanneer is informal role assignment

A

gedurende het hele process. ligt ook aan karaktereigenschappen.

43
Q

wat is de beste vorm van team building

A

goal setting & role clarification / adventure program

44
Q

how do norms develop within a team

A
  • Initial team experiences
  • Critical events in team’s history
  • Experience and values members bring to the team
45
Q

preventing dysfunctional team norms

A
  • aangeven normen tijdens formation
  • select members met die normen
  • leader changes norms
  • team based rewards: voor goed gedrag
  • discuss slechte norms
  • break up teams with bad norms
46
Q

team cohesion is strong and fast when

A
  • difficult entry
  • high success
  • veel interactie
  • external competition and challenges
  • small team size
  • high similarity among coworkers
47
Q

high cohesion teams perform faster because…

A
  • Motivated to stay in team & achieve team objectives
  • Share information more frequently
  • Better social support (minimizes stress)
  • Resolve conflict more swiftly and effectively

particulary when:
* Task interdependence is high
* Team norms consistent with organizational objectives

48
Q

three levels of trust

A

calculation based
knowledge based
identification based

49
Q

brainstorming research evidence

A

*Tends to be effective, according to field studies & creative industry, if facilitator & supportive culture (more creative ideas, less evaluation apprehension when learning orientation, strengthens decision acceptance & team cohesiveness, sharing positive emotions encourages creativity)
* Not effective, according to lab studies using students (in many groups production blocking & evaluation apprehension)

  • dus… wel effectief in field studies en creatieve industrie, niet zo in lab studies.
50
Q

4 brainstorming criteria

A
  1. speak freely
  2. dont judge
  3. provide as many ideas as possible
  4. build on each others ideas
51
Q

evidence is niet echt favorable voor…

A

tasks requiring idea generation

52
Q

wat is de beste vorm van teams

A

hybrid: teams work independent for some time, and then also not
-> more and more high quality ideas

53
Q

brainwriting

A

without conversation
-> meer creatieve ideeen, minder production blocking

54
Q

electronic brainwriting

A

brainwriting op computer
-> lower production blocking, evaluation apprehension, conformity

55
Q

nominal group technique

A

hybrid: brainwriting with a verbal component

better than brainstorming but still some constraints

56
Q

production blocking =

A

maar 1 iemand kan tegelijkertijd spreken

57
Q

time constraints of teams

A
  • production blocking
  • time to organize
58
Q

evaluation apprehension

A

het gevoel hebben dat anderen je evalueren
self-presentation: daardoor reluctant om ideeen te sharen

59
Q

4 constraints on team decision making

A
  • time constraints
  • evaluation apprehension (bij amsta)
  • peer pressure to conform
  • overconfidence
60
Q

3 factoren waardoor overconfidence ontstaat

A

self enhancement
cohesion
external threats

61
Q

which teams are more overconfident?

A

highly cohesive teams

want: high tendency in highly cohesive teams to value consensus over decision quality

62
Q

groupthink komt door twee dingen

A
  • avoidance of reevaluation
  • not taking expert advice into account
63
Q

avoiding group think

A
  • allow criticizing
  • allow expression of opinions
  • external evaluation
  • devils advocate
  • reevaluation
  • expert advice
  • ad hoc teams
64
Q

avoiding social loafing: 2 aspecten + hoe doen?

A
  1. keep track of individual performance
    - smaller teams
    - specialized tasks
    - measure performance
  2. increase motivation
    - rewards
    - job enrichment
    - awareness of social loafing, and obligations
    - select motivated employees
65
Q

team effectiveness model ezelsbruggetje

A
  1. team&org environment: kan iedereen zien/opzoeken
  2. team design: kan je zien als je het team bij elkaar ziet, op meetings
  3. team processes: internal things, kan je niet zien, echt naar vragen
  4. team effectiveness: kan je deels zien, deels ook niet

WO & SP DT II (16 decks)

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