5. Teams and teamwork Flashcards
(111 cards)
1
Q
What is a team?
A
A group of people using their complementary skills together to achieve a common purpose for which they are collectively accountable.
2
Q
what are management teams?
A
Main job is to run things – make decisions and implement strategies. Often long term and stable
3
Q
what are advisory teams?
A
Main job is to make recommendations to decision-makers. Often short-term, focused on a specific issue
4
Q
what are production teams?
A
Main job is to produce things, e.g., products, sales. Often long-term and stable.
5
Q
what are the types of teams?
A
management teams advisory teams production teams self directed teams virtual teams cross-functional teams problem-solving teams
6
Q
what are cross-functional teams?
A
People from different backgrounds/areas come together to achieve a common purpose
- Utilise different expertise and skills
- Bring together representatives of area where work needs to be coordinated (e.g., engineering and marketing)
7
Q
what are problem-solving teams?
A
People with specialist expertise to address an issue
May share a discipline, e.g., team of programmers to fix a software bug
8
Q
what is the 5 stage model?
A
Forming Storming Norming Performing Adjourning
9
Q
what is involved in forming?
A
Members get acquainted (polite, guarded) Discover expectations Evaluate value of membership Defer to existing authority Test boundaries of behaviour
10
Q
what is involved in storming?
A
Experience interpersonal conflict Members question one another more pointedly Compete for team roles Influence goals and means Begin to establish norms
11
Q
what is involved in norming?
A
Unity is established Establish roles, standards, relations Agree on team objectives Form mental models Develop cohesion – trust increases
12
Q
What is involved in performing?
A
Become productivity/goal oriented, committed
Coordinate efficiently
Build high levels of cooperation and trust
Resolve conflicts quickly
13
Q
What is Tuckman’s theory of limitations of the 5 stage model?
A
How much time is required for each stage to develop?
When is a stage accomplished?
All members need to be at first meeting as bonding may occur really quickly -
Latecomers may have issues integrating
Implies a linear model - In groups that bond quickly stages may occur simultaneously or not at all
National culture
14
Q
What does a team/group contract involve?
A
Shared identity Performance expectations Initial task/role allocations Targeted “early success” Managing performance (e.g., social loafing) Adjourning event
15
Q
what are team roles?
A
set of tasks or expectations associated with a position in the team. e.g. leader, expert, liaison
16
Q
what are models of team roles?
A
Many models have been developed
Belbin’s team roles/preferences
17
Q
What are the three categories of roles in Belbin’s model?
A
Social Roles
Thinking Roles
Action Roles
18
Q
What are the social roles?
A
Resource Investigator
Teamworker
Coordinator
19
Q
What are thinking roles?
A
Plant
Monitor evaluator
Specialist
20
Q
What are action roles?
A
Shaper
Completer finisher
Implementer
21
Q
What are the strengths of the plant role?
A
Creative, imaginative, free-thinking. Generates ideas & solves difficult problems
22
Q
what are the weaknesses of the plant role?
A
Ignores details. Too preoccupied to communicate effectively
23
Q
What are the strengths of the monitor evaluator?
A
Sober, strategic and discerning. Sees all options and judges accurately.
24
Q
what are the weaknesses of the monitor evaluator?
A
Lacks drive and ability to inspire others. Can be overly critical.
25
what are the strengths of the specialist?
Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.
26
what are the weaknesses of the specialist?
Contributes only on a narrow front. Dwells on technicalities
27
what are the strengths of the implementer?
Practical, reliable, efficient. Turns ideas into actions and organises work that needs to be done.
28
what are the weaknesses of the implementer?
Somewhat inflexible. Slow to respond to new possibilities.
29
what are the strengths of the Completer Finisher?
Painstaking, conscientious, anxious.
| Searches out errors. Polishes and perfects.
30
what are the weaknesses of the Completer Finisher?
Inclined to worry unduly. Reluctant to delegate.
31
what are the strengths of the shaper?
Challenging, dynamic, thrives on pressure. Has the drive & courage to overcome obstacles.
32
what are the weaknesses of the shaper?
Prone to provocation. Offends people’s feelings.
33
what are the strengths of the coordinator?
Mature, confident, identifies talent. Clarifies goals. Delegates effectively.
34
what are the weaknesses of the coordinator?
Can be seen as manipulative. Offloads own share of the work.
35
what are the strengths of the Team Worker?
Co-operative, perceptive and diplomatic.
| Listens and averts friction.
36
what are the weaknesses of the Team Worker?
Indecisive in crunch situations. Avoids confrontation.
37
what are the strengths of the Resource Investigator?
Outgoing, enthusiastic, communicative.
| Explores opportunities & develops contacts.
38
what are the weaknesses of the Resource Investigator?
Overoptimistic. Loses interest once initial enthusiasm passed.
39
What are the two questions in relation to Belbin's model?
Is this model scientifically valid?
Is this model practically useful?
40
What is the against case of Belbin's model according o Furnham?
“Alpha coefficients for the eight roles were not impressive and factor analysis did not provide clear evidence of the proposed structure… suggested a more simple solution”
41
What is the against case of Belbin's model according o Senior?
“On the basis of research with a sample of 352 experienced managers, the results throw doubt on the existence of 9 independent team roles”
42
What is the against case of Belbin's model according o Fisher?
“…modelling revealed that the Belbin team roles fit easily into a “Big Five” five-factor personality framework.”
43
What is the for case of Belbin's model according to van Dierendonck & Groen?
“…discriminant and convergent validity for the instrument as a whole is good; a small effect could be contributed to method variance”
“It clearly makes sense to differentiate among the nine team roles”
44
What is the for case of Belbin's model according to van Belbin?
Usefulness
“…the [Belbin Inventory] as self-standing psychometric test does not exist…[it] was considered a quick and useful way of intimating to readers what their own team roles might be.”
45
Team diversity
The degree to which objective or subjective differences exist between group members
46
Homogenous teams
(low diversity teams)
Similar characteristics
Shared understandings helps coordination
47
Heterogenous teams
(high diversity teams)
Demographic: e.g., age, gender, ethnicity
Functional (task-related): e.g., knowledge, skills, abilities
Personality: e.g., extraversion, agreeableness
Attitudes/values: e.g., openness to change
48
What are the reasons used to promote diversity in teams/management?
social justice and performance
49
How does performance effect diversity?
evidence is very mixed/contradictory
| evidence of complex, contextual relationships
50
what is the diversity-consensus dilemma?
diversity can expand available skills and perspectives and may increase task performance
diversity can increase coordination difficulties
- can decrease task performance
- can make it harder to find consensus. especially in early stages of team life (storming, norming)
51
What is involved in team performance?
Team characteristics
team effectiveness
team processes
organisation
52
team characteristics
Task types
Performance standards
Composition
Role allocation
53
team effectiveness
Task performance
Member satisfaction
Team viability
54
team processes
Development
Norms
Cohesiveness
Interaction quality
55
Organisation
Structure
Leadership
(Co-) location
Reward structures
56
what are the characteristics of highly motivated and productive teams?
```
high performance standards
maintain clear discretion
skilled members
clear role expectations
challenging (bit achievable) goals
```
57
what are the processes of highly motivated and productive teams?
```
well-coordinated tasks and roles
model positive behaviours
constructive feedback
boundary/spanning
work toward early "success"
Clear communication & information sharing
```
58
what are common issues in teams that influence performance?
```
Social loafing
Social facilitation
Role ambiguity/overload/underload
Cohesiveness
Decision-making
```
59
social loafing
Spreading responsibility may reduce individual performance.
Each individual’s contribution is less critical
Sometimes reacting to perceived unfairness of group processes
60
what are the responses to social loafing?
indispensability
fairness
identifiability
61
Indispensability
assign unique roles and tasks to each member
62
fairness
set up fair group processes that involve everyone
63
identifiability
make team members accountable for their actions
| e.g., reports on progress, with evidence
64
What is the equation of social loafing in student project teams?
```
(knowledge, skills and abilities
-MINUS-
Dispensability of contributions
+PLUS+
Identifiable contributions)
```
PLUS
```
Demographic diversity
-MINUS-
Fairness of group process
-MINUS-
identifiable contributions
```
EQUALS
social loafing
65
social facilitation
In the presence of others, people favour their dominant responses. This can lead to worse performance in area where skills/confidence are low
66
What is the appropriate response to social facilitation?
Training, coaching, mentoring to improve weaker skills
67
role ambiguity
People aren’t sure of their roles
68
role overload/unload
Too much/too little expected of team member
69
role convlict
includes intrasender
intersender
person-role
inter-role
70
intrasender
leader (or others) gives a team member conflicting messages about what they should prioritise in their own work
71
intersender
conflicting expectations from different team members
72
person-role
expectations conflict with a person’s values/needs (e.g., engage in unethical activity)
73
inter-role
conflicting expectations from different aspects of a person’s life (e.g., study v work v family)
74
What is a method for overcoming role issues?
Role negotiations (and renegotiation)
75
role negotiation (and renegotiation)
open communication: readiness to report ambiguity, overload, underload, and conflict
team members regularly discuss, clarify, and agree on roles
negotiate shifts in roles with changing circumstances
76
team cohesion
The attractiveness of the group to its members, together with their motivation to remain as part of the group.
77
Three components of team cohesiveness?
1. Members are attracted to group
2. Members want to remain part of the group
3. Members work to maintain positive relationships with other group members
78
What are the factors of cohesiveness?
group level
environmental factors
organisational factors
79
group level factors of cohesiveness
Members have similarities
Past successes
Small enough group to allow face to face interaction
Frequent interaction of members
80
environmental factors of cohesiveness
Degree of isolation
External threats
Favourable self-evaluation of group
Rewards
81
organisational factors of cohesiveness
Physical conditions
Technology
Job design
82
High cohesiveness + negative performance norms
low performance
| high resistance to change
83
high cohesiveness + positive performance norms
high performance
high resistance to change
84
low cohesiveness + low negative performance norms
moderate/low performance
low resistance to change
85
low cohesiveness + positive performance norms
moderate performance
low resistance to change
86
What are the approaches to decision-making?
```
lack of response
authority-rule
minority rule
majoity rule
unanimity
consensus
```
87
lack of response
present ideas without discussion; agree on first acceptable one
88
authority-rule
leader decides
89
minority rule
an assertive/powerful few
90
majority-rule
e.g. voting
91
unanimity
everyone agrees
92
consensus
differing views, but all agree to support decision
93
Strengths of Lack of response
Low conflict
94
Strengths of Authority-rule
Usually quick; appropriate when leader has expertise/ experience
95
Strengths of Minority rule
Can reduce indecision – those who care most win
96
Strengths of majority rule
Can break gridlock where progress is stalled
97
Strengths of unanimity
Ideal outcome to motivate action
98
Strengths of consensus
Fairness – allows all views to be valued; reduces alienation & competing coalitions
99
Weaknesses of lack of response
Can lead to poor decisions due to lack of critical reflection
100
Weaknesses of authority rule
Requires high leader expertise/ experience
101
Weaknesses of minority rule
Majority resistance can harm implementation
102
Weaknesses of majority rule
Can create coalitions (winners/losers)
103
Weaknesses of unanimity
Time-consuming - often very difficult to achieve
104
Weaknesses of consensus
Can be time-consuming
105
What is the preferred approach to decision-making?
No one approach is always “best” – needs to fit situation
Consensus/unanimity often preferred for complex team decisions
106
why is consensus/unanimity preferred?
Incorporates more information, knowledge, and expertise
| Team members more likely to understand and support decision
107
what are the steps to achieving consensus/unanimity?
1. Encourage participation by everyone
2. Consider others’ opinions, reactions, & points of view. be flexible in considering different options and try to integrate ideas where possible
3. Don’t prioritise avoiding (constructive) conflict
discuss disagreements to inform later opinions
don’t use coin tosses to avoid conflict
don’t change your mind just to reach agreement
108
Group polarisation
The tendency for a group to make decisions that are more extreme than the initial inclination of its members.
The behaviour a group uses to make riskier decisions
109
Explanations for polarisation
More evident with higher levels of group cohesion
Diffusion of responsibility
risk as a norm
familiarity
leadership
110
group think
Generally occurs at very high levels of management
Desire for unanimity leads to failure to consider other alternatives and consequences
Stands in the way of good decision making
111
group think process
from top of triangle
1. Curtailed discussion – go with dominant decision
2. Information limited
3. Expert opinion not used
4. Decisions and potential outcomes not audited
