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CITI > Teaming > Flashcards

Teaming Flashcards

(59 cards)

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1
Q

A dynamic, flexible, continuous approach to teamwork for rapid adjustment/response to evolving challenges

A

Teaming

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2
Q

Leadership mindset to promote collective learning through asking questions, sharing ideas

A

Organizing to Learn

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3
Q

Building learning into routine work to promote improvement, adaptation

A

Execution as Learning

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4
Q

A spectrum of uncertainty from routine, to complex, to innovation operations used to align team efforts

A

Process-Knowledge Spectrum

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5
Q

2 Axes of McGrath Task Model

A

Conceptual-Behavioral
Conflict-Cooperation

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6
Q

4 Quadrants of McGrath Task Model

A
  1. Generate
  2. Choose
  3. Negotiate
  4. Execute
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7
Q

2 ‘Generate’ Task Categories of McGrath Model

A

Q1 - Generate
- Planning (Behavioral-Cooperation); generate plans
- Creativity (Conceptual-Cooperation); generate ideas

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8
Q

2 ‘Choose’ Task Categories of McGrath Model

A

Q2 - Choose
- Intellective (Conceptual-Cooperation); problem solving with correct answers
- Decision Making (Conceptual-Conflict); deciding issues with no right answers

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9
Q

2 ‘Negotiate’ Task Categories of McGrath Model

A

Q3 - Negotiate
- Cognitive Conflict (Conceptual-Conflict); different perspectives/viewpoints on the information
- Mixed Motive (Behavioral-Conflict); different priorities

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10
Q

2 ‘Execute’ Task Categories of McGrath Model

A

Q4 - Execute
- Contests/Competitions (Behavioral-Conflict); winners vs. losers, opponents
- Performance/Psychomotor (Behavioral-Cooperation); strive to meet a standard, no opponent

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11
Q

Examples of Planning Tasks

A

Generating concrete strategies, courses of action

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12
Q

Examples of Creative Tasks

A

Generating exploratory/novel ideas with no predefined outcomes; brainstorming

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13
Q

Examples of Intellective Tasks

A

Complex math or business problems with a correct solution

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14
Q

Examples of Decision Making Tasks

A

Managerial decisions or investment opportunities; paths with no absolute right answer

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15
Q

Examples of Cognitive Conflict Tasks

A

Different team members assign different weights/importance to decision variables

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16
Q

Examples of Mixed Motive Tasks

A

Different team members negotiate different interests; management/labor unions

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17
Q

Examples of Contests/Competition Tasks

A

Sports, military

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18
Q

Examples of Performance/Psychomotor Tasks

A

Surgeons, construction teams

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19
Q

Goals of Successful Team Launch

A

Understand shared…
- Purpose
- Resources
- Strategy
- Leadership structure

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20
Q

Communication Norms of Successful Team Launch

A
  • Equal talking/listening
  • Contributions are short and sweet
  • Face-to-face
  • (+) Energy
  • Back-channel communications
  • Separate and regroup
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21
Q

Equation for Team Performance

A

Team Performance = Potential Productivity (PP) + Synergistic Gains (SG) - Potential Threats (PT)
- SG: whole > sum of parts
- PT: absence of essential team process, structure, state conditions

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22
Q

4 Team Performance Distributions

A
  • Symmetric/Normal (what you expect to see; low variability clustered around average)
  • Exponential Tail (what you actually see; incremental differentiation mechanism)
  • Lognormal
  • Pure Power Law
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23
Q

5 Conditions for Team Performance

A
  • Real Team
  • Enabling Structure
  • Compelling direction
  • Supportive Org. Context
  • Expert Coaching
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24
Q

2 Dimensions of Team Learning

Study These Flashcards
A

Internal-External (where the learning occurs)
Exploit-Explore (type of learning)
- Exploit: refine/improve existing processes
- Explore: new/creative idea generation

25
6 Key Learning Routines
Internal-Exploit Internal-Balanced Balanced-Exploit Balanced-Explore External-Exploit External-Explore
26
Collaborative problem solving involving testing/evaluation. Critical thinkers present balanced arguments, remain open to alternative, accept criticism. Dissenting views are valued and there is collective ownership over the outcome
Inquiry - team process for decision making
27
A contest of persuading and lobbying. Spokespeople strive to convince others, defend their position, and downplay weaknesses of their argument. Dissent is discouraged and the outcome is winners/losers
Advocacy - team process for decision making
28
2 Types of Conflict
(+) Cognitive - Disagreement over ideas or content (-) Affective - Interpersonal, emotional conflict
29
Tendency of team cultures to want to present only solutions, leading to prescribed recommendations (i.e. advocacy) instead of exploratory conversation (i.e. inquiry)
Opinion Culture
30
Leaders soliciting opinions without facilitating an actual discussion or collecting diverse perspectives
Progressive Leadership
31
Motivation to "win" invites confirmation bias, leads to ignoring others' inputs
Competitive Processes
32
Peoples' tendency to share more common/shared information than unique or dissenting information
Common Information Effect
33
Tendency to feel better, more positive when discussing shared information
Mutual Enhancement
34
Fairness in team processes/decision making results in support instead of resistance from the "losing" side
Procedural Justice
35
Ways Leaders Can Establish Procedural Justice
Emphasize... - Deep explanations of, - Openness to, - Consideration for, ... New Ideas No predetermined decisions
36
3 Steps of Sensemaking
1. Explore the wider system (fact finding) 2. Create a plausible "map" (story/understanding) of the situation 3. Act on the model to test the model, then update
37
Challenges that demand a response outside of the existing repitoir
Adaptive Challenges
38
Ability to perceive the "rules" of the game as you play the game
"Emergent" Activity
39
In-person, formal teaming includes...
High-fidelity information regarding mood, tone, body language, open-ended engagement
40
In person, informal teaming includes...
Tacit information sharing (difficult to structure/codify) regarding team's personalities, skills, experience
41
Videoconference teaming includes
Lower-fidelity info due to its structure, but facilitates smooth back-and-forth communication
42
The 'Why' of Team Structure
Purpose - compelling, and aligns/motivates the team, not just individuals
43
The 'Who' of Team Structure
Composition - built for norms, emotional sensitivity, informational diversity
44
Task Variety (1/5 Features of the 'What' of Team Structure)
Role designed/ structured to demand a range of the team member's skills/knowledge
45
Task Identity (1/5 Features of the 'What' of Team Structure)
Role designed/structured to be a whole identifiable work from start to finish
46
Task Significance (1/5 Features of the 'What' of Team Structure)
Role design/structured to have a real impact
47
The 'What' of Team Structure
Roles designed/structured for: - Task variety - Task identity - Task significance - Autonomy - Feedback
48
A team's shared mental "model" of where knowledge/expertise resides, allowing quick coordinated access to solutions
Transactive Memory System (TMS)
49
Why diverse teams are better than teams comprised of high performing individuals
As the talent pool of high performing team members grows, high performers become less differentiated, and the relative benefit of their ability is offset by lacking diversity
50
Like-attracts-like, resulting in homogenous subgroups and divisions within teams
Similarity-Attraction Paradigm
51
Us vs. them mentality where people self-assign into "in" and "out" groups, resulting in exclusion and hindered performance
Self-Categorization/Social Identity
52
Team divisions along observable shared traits like, demographics, age, gender that impede effectiveness
Faultlines
53
Adaptive Leadership recommends...
Start teaming with task-orientation (focus on performance, goals, standards), then switching to relationship-orientation (focus on building trust/communication) to sustain effectiveness
54
5 Team States
- Trust - Psychological Safety - Cohesion - Collective Efficacy - Adaptability
55
Fair processes used to determine extrinsic rewards
Distributive Justice
56
The idea that effective systems measure one's effort-to-reward ratios relative to other people's effort-to-reward ratio
Equity Theory
57
2 Dimensions of Team Motivation
- Collectiveness - experiencing motivation at the individual vs. team level - Dynamism - motivation that stays the same vs. evolves over time
58
6 Areas of Team Motivation
- Design - Affect - Needs - Goals - Efficacy - Regulation
59
3 Phases of X-Teams
1. Engage external stakeholders for broad understanding 2. Align internal processes 3. Execution

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