Teams Flashcards
Which of the following statements about asymmetry of information is incorrect?
a) Team members discuss common information extensively
b) Private information is often not relevant and team members should not share it because it distracts the team.
c) When private information emerges, it is discussed less frequently than common information
d) Team leaders and members should influence team processes to ensure that all information is shared
b) Private information is often not relevant and team members should not share it because it distracts the team.
- Which of the following options is most incorrect? Team members prefer to discuss shared information because:
A) Discussing shared information feels good
B) Shared information is judged as more important, accurate, and decision-relevant than unshared information.
C) Individuals do not feel safe enough to surface unique information and perspectives
D) Private information is often biased and team members and could result in poor team decision making if it is shared.
D Private information is often biased and team members and could result in poor team decision making if it is shared.
Which of the following options is most incorrect? Teams may increase psychological safety by:
a) Asking someone else to share their ideas and experience
b) Excluding team members that create conflict.
c) Appreciating a team member who provides new information
d) Challenging all team members to share their ideas
b) Excluding team members that create conflict. Information that is contrary to the team’s mental models may be inconvenient and time consuming, however, this information may be important and ultimately save time. Team members should focus on ‘task conflict’ not ‘affective conflict’ and team leaders should ensure that team processes are effective at inclusion without dysfunctional conflict and time wasting. Specifically, an individual should not be shut down because s/he does not fit the team’s stereotype of a leader or because this individual has less experience in the area…a new voice may be what the team needs. See class slide on ‘Psychological Safety’. You will see that I include intuitive options to ensure that students learn and draw on evidence based subject material.
- Which is most correct? A team leader should:
a) Direct the discussion so that team members do not share irrelevant information that wastes the team’s time
b) Take a strong position on the team’s work
c) Shape how the team works by managing its work process.
d) Sanction individual team members that create disharmony in the team
c) Shape how the team works by managing its work process. See slides on ‘Leadership and Common Information Effect Solutions’ and ‘Role of Leader’. Because of the leader’s power position, they should be aware that they could shut down the team. They need to create a climate of psychological safety so that everyone may share their information
You are in a syndicate team where everyone agrees. You enjoy meeting with your team because decisions are reached quickly and amicably, although a number of team members say very little. This is a shame because you believe these particular students have been getting top marks in all the quizzes and could make a contribution. However, the team meetings are expedient, and this is good because everyone is busy. In addition, everyone seems happy - at least no one has said they are unhappy. Just one thing troubles you – the group hasn’t been getting very good marks with lecturer feedback suggesting that your assignments aren’t meeting the assessment criteria. You have a number of options below. What should you NOT do?
a) Ensure broad participation by using a team process that prompts all members to share their ideas
b) Nothing.
c) Encourage more constructive and vigorous debate by establishing a devil’s advocate role
d) Rotate the team leader to ensure that no one individual dominates
e) Encourage team members when they do share
f) Engage in more ‘brain storming’ which allows members to share their ideas without immediate evaluation or censorship
b) Nothing.
What does Gary Stasser’s research reveal about asymmetry of information and goals?
Team members tend to discuss common information extensively but often fail to surface all the privately held information that group members possess. Group members tend to discuss private information less than common information, even when privately held information does surface. This privately held information results in asymmetry of information and impacts on the effectiveness of the organisation in achieving its goals.
What is psychological safety?
Psychological safety is being able to show and employ one’s self without fear of negative consequences (Kahn, 1990).
How can a manager foster psychological safety?
Methods to foster psychological safety:
- Create a climate/norm of psychological safety.
- Take small risks by picking topics to challenge one another or contribute a new idea.
- Ask someone else to weigh in with their expertise, even when you think it might challenge your own thinking.
- Encourage others to share: manage air time, inquire of quieter individuals, appreciate members who offer new ideas, admits and error, or asks a question. This inspires others to follow suit.
- Use multiple channels of communication (i.e. smaller subgroups).
- Understand that teams succeed when teams help individuals achieve their goals whilst pursuing team goals.
What is the SBI method of giving feedback? What is its advantage?
The SBI feedback tool focuses comments on specific situations and behaviours and then outlines the impact that these behaviours have on others.
1. Situation: define the where and when of the situation to set the context.
- “During yesterday morning’s team meeting, when you gave your presentation…”
2. Behaviour: describe the specific behaviours that you want to discuss. Communicate only the behaviours that you observed directly. Do not make assumptions or subjective judgments about those behaviours as these could be wrong and undermine your feedback. (e.g. if a colleague made mistakes in a presentation, do not assume that they hadn’t prepared thoroughly. Simply note that he made mistakes and what they were.) Do not rely on hearsay as this contains others’ subjective judgments.
- “…you were uncertain about two of the slides and your sales calculations were incorrect.”
3. Impact: describe how the person’s action has affected you or others.
- “…I felt embarrassed because the entire board was there. I’m worried that this has affected the reputation of our team.”
Once feedback is delivered, encourage the person to think about the situation and to understand the impact of their behaviour. Then collaboratively go over specific actions that will help them improve.
