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Veterinary professional > teamwork > Flashcards

teamwork Flashcards

1
Q

What are Tuckman’s 5 stages of team formation?

A

Forming
Storming
Norming
Performing
Adjourning.

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2
Q

1) What happens in the ‘Forming’ stage?

A
  • Where team members first meet
    most are positive + polite
  • No clear delegations/responsibilities
  • potential emergence of leadership
  • Can last for a while as colleagues get comfortable with each other.
  • the discovery of boundaries
  • attempt to establish rapport
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3
Q

2) What happens in the ‘storming’ stage?

A
  • Stage where many teams fail
    discovery of boundaries
  • conflict/defensiveness/rivalry
  • People start to push against boundaries established in the ‘Forming’ stage
  • members question authority of leader
  • members question worth of team’s goal.
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4
Q

3) What happens in the ‘Norming’ stage?

A
  • People start to resolve differences
  • Team members know each other
  • may socialise
  • ask for + give constructive feedback
  • More progress towards goal
    -Can alternate between storming and norming for a long time.
  • freedom of communication
  • norms generated
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5
Q

4) What happens in the ‘Performing’ stage?

A
  • Hard work leads to achievement of goal
  • No friction
  • Leader can easily delegate roles
  • If a team member leaves/joins, the team can still work effectively
  • group support
  • mutual acceptance
  • strong but flexible norms
  • facilitates problem-solving
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6
Q

5) What happens in the ‘Adjourning’ stage?

A
  • after the goal is achieved the team go their separate ways to form new teams or go onto something different
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7
Q

what are Belbin’s 3 divisions of team roles?

A

Action oriented:

People oriented:

Thought oriented:

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8
Q

what is meant by team performance

A

Team performance - outcomes of a team’s actions regardless of how the team may have accomplished the task

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9
Q

what is meant by team effectiveness

A

Team effectiveness - how the team performed and how they interacted to acheive the outcome/goal

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10
Q

define team

A

Team - two or more individuals with specified roles interacting adaptively and interdependently towards a common and valued goal

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11
Q

define teamwork

A

Teamwork - a set of integrated thoughts, actions and feelings of each team member that are needed to function as a team resulting in value-added outcomes

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12
Q

What are Salas’ 3 co-ordinating mechanisms?

A

Shared mental models
Close-loop communication
mutual trust

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13
Q

What is shared mental models?

A

An organising knowledge structure of the relationships among the task the team is engaged in and how the team members will interact.

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14
Q

What is mutual trust?

A

The shared belief that team members will perform their roles and protect the interests of their teammates.

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15
Q

What is closed-loop communication?

A

The exchange of information between a sender and a receiver irrespective of the medium.

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16
Q

According to Sals et al (2005), what is the ‘Big Five’ of teamwork?

A

Team leadership
Mutual performance monitoring
Backup behaviour
Adaptability
Team orientation

17
Q

in salas 5 five, what comes under team leadership?

A
  • define goals
  • organising resources
  • diagnosing issues
  • managing independent individual
  • establishes expectations
18
Q

in salas 5 five, what comes under mutual performance monitoring?

A
  • keep track of team members’ work whilst attending to their own
  • check things are running smoothly and procedures are followed
  • makes members aware of their performance
19
Q

in salas 5 five, what comes under back up behaviour?

A

-provides feedback i.e coaching
- the assistance of overload member
- redistribution of workload

20
Q

in salas 5 five, what comes under adaptability?

A
  • amendment/adjustments of actions due to deviations from the expected plan and unanticipated challenges
  • essential for teams engaged in innovation or teams after experiencing set backs
  • ensure adaptation is focused and not random, it is driven by goals
21
Q

explain Belbin’s action orientated team roles

A

Action oriented:

shaper - driven, focused, challenges team to improve. Can be insensitive

implementer - practical, reliable, puts ideas into action and is organised. Can be inflexible

completer finisher - high standards, ensures thorough timely completion, polishes the work. usually perfectionist

22
Q

explain Belbin’s people orientated team roles

A

People oriented:

co-ordinator - acts as a chairperson, delegates work, identifies talent and clarifies goals. May leave themselves minimal work load

team worker - facilitates team cohesion, identifies what needs to be done for the team, encourages cooperation. Can be indecisive

resource investigator - explores outside opportunities, brings ideas back to the team, enthusiastic, may be over optimistic

23
Q

explain Belbin’s thought orientated team roles

A

Thought oriented:

plant - highly creative, imaginable, present new ideas and approaches, may be forgetful/absent minded

monitor-evaluator - logical, impartial, strategic, analyses the options. May be over critical

specialist - in-depth knowledge, provides specialised skills, may give information overload

24
Q

3 coordinating mechanisms of teamwork (from big 5 )

A

mutual trust

shared mental models

closed loop communication

25
Q

in salas 5 five, what comes under team orientation?

A
  • an attitude
  • affinity for working with others
  • willlingness to consider and accept feedback
26
Q

what challenges occur within teams?

A
  • lack of trust
  • personality clashes
  • poor communication
  • poor organisation
  • role confusion
27
Q

how can the performance of a team be assessed?

A
  • monitoring software
  • regularly checking in
  • setting targets
  • regular involvement…
28
Q

assumption of MBTI personality inventory

A

you are born with your personality type

there are no good or bad types

29
Q

four preferences from MBTI

A

extraversion or introversion

sensing or intuition

thinking or feeling

judging or perceiving

30
Q

four preferences from MBTI

A

extraversion or introversion

sensing or intuition

thinking or feeling

judging or perceiving

31
Q

extraversion vs introversion

A

where you can get your energy from

32
Q

sensing vs intuition

A

what sort of information we trust and prefer to use

33
Q

thinking vs feeling

A

how we come to our decisions

34
Q

thinking vs feeling

A

how we come to our decisions

35
Q

judging vs perceiving

A

how we prefer to deal with the world around us

Veterinary professional (9 decks)

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