Week 7 - teams Flashcards

Question

Why should we have diversity in teams?

Answer 1

social justice - minorities have been excluded from some sectors and this is just wrong performance: diversity improves team performance

Answer 2

Diversity can expand available skills and perspectives which increases task performance however... diversity can increase coordination difficulties which results in decreased task performance and trouble finding consensus.

Answer 3

Forming - acquainted Storming - conflict Norming - unity/roles established Performing - become productive goal-oriented

Answer 4

* Members get acquainted (polite, guarded) * Discover expectations * Evaluate value of membership * Defer to existing authority * Test boundaries of behaviour

Answer 5

* Experience interpersonal conflict * Members question one another more pointedly * Compete for team roles * Influence goals and means * Begin to establish norms

Answer 6

* Unity is established * Establish roles, standards, relations * Agree on team objectives * Form mental models * Develop cohesion – trust increases

Answer 7

* Become productivity/goal oriented, committed * Coordinate efficiently * Build high levels of cooperation and trust * Resolve conflicts quickly

Answer 8

- the model doesn't specify how long each stage is - Doesn't tell us what is necessary to 'complete' a stage - Implies teams go through the stages in a linear way which may not be the case - other cultures may perceive these stages differently.

Answer 9

The attractivness of the group to its members, together with their motivation to remain part of the team.

Answer 10

1. Members are attracted to the group 2. Members want to remain part of the group 3. Members want to maintain positive relationships with other group members

Answer 11

- Members have similarities - past successes - small enough group to allow face to face interaction - frequent interaction of members

Answer 12

- Degree of isolation (contact with one another is necessary) - External threats - Favourable self evaluation of group - rewards

Answer 13

- Physical conditions - technology - group design

Answer 14

A shared psychological state among team members comprising willingness to accept vulnerability based on positive expectations of a specific other or others. Linked to cooperation, quality of communication, engagement, & performance It is a conscious choice to trust people until they prove to be non-trustworthy

Answer 15

- Attribution - social equilibrium - structural processes

Answer 16

Attribution (negative info must be displaced by positive) --> Sincere and timely explanations or justifications

Answer 17

o Social equilibrium (social interplay rather than cognitive) o Established rules contravened o Norms must be reinstated/reaffirmed o Apology/promise to change o Demonstrate behavioural change (demonstrate a significant loss)

Answer 18

o Change structures/systems so doesn’t happen again

Answer 19

1. Lack of response - present ideas without discussion; agree on first acceptable one 2. Authority rule - leader decides 3. Minority rule - one assertive/powerful minority decides 4. Majority rule - e.g. voting 5. Unanimous - everyone agrees 6. Consensus - differing views, but all agree to support decision

Answer 20

1. Encourage participation by everyone 2. Consider others’ opinions, reactions, & points of view ◦ be flexible in considering different options ◦ 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

Answer 21

◦ Spreading responsibility may reduce individual performance ◦ Each individual’s contribution is less critical ◦ Sometimes reacting to perceived unfairness of group processes

Answer 22

◦ Indispensability - assign unique roles and tasks to each member Fairness - set up fair group processes that involve everyone ◦ Identifiability - make team members accountable for their actions. Example - reports on progress, with evidence

Answer 23

incompatible activities, that is, the actions of one person...interfere, obstruct, or in some ways get in the way of the actions of another

Answer 24

when two interacting people have incompatible needs, goals, values, or approaches

Answer 25

when two or more people have incompatible needs, goals, values, or approaches for team goals, activities, leadership or processes

Answer 26

◦ When two or more teams have incompatible requirements for resources, tasks, processes, or information ◦ e.g., departments in the same organization; management and unions

Answer 27

People aren’t sure of their roles

Answer 28

Too much/too little expected of team member

Answer 29

Task conflict relationship conflict

Answer 30

◦ may arise over task outcomes or processes ◦ Sometimes positive: small amounts may increase innovation

Answer 31

◦ negative judgements about people’s personal styles, values, tastes ◦ is almost always negative

Answer 32

Attribution theory (biases) Correspondent inference bias (“fundamental attribution error”) Actor-observer effect Social exchange theory Equity theory

Answer 33

explanations for why people act the way they do

Answer 34

We tend to attribute behaviours of others relatively more to personal factors than to situational factors

Answer 35

◦ We tend to attribute behaviours of others relatively more to personal factors, but our own behaviours relatively more to situational factors

Answer 36

Perceived unfair balance of rewards and costs in relationship

Answer 37

Lack of distributive justice ◦ perceived unfair allocation of resources Lack of procedural justice ◦ perceived unfair process for allocation of resources ◦ perceived unfair opportunities for views to be heard and considered

Answer 38

1. Conflicts are task-related 2. Conflicts are not (or do not become) about relationships 3. Task-related conflicts should be at most moderate (not strong) 4. Each party’s initial position/view is sub‐optimal i.e., there is a better solution that the conflict might uncover 5. Trust and psychological safety are high 6. Parties take a problem-solving approach to conflict ◦ Positive effects are restricted to innovation and decision quality in that setting ◦ not considering longer-term effects, e.g., for later interactions ◦ not considering other effects, e.g., for participants’ health and wellbeing

Answer 39

Accommodating/ Yielding -You want to prevent chances of conflict escalating -Your position is weak (e.g., the other party has more power) -Increases expectation you will yield in future conflicts Compromising -Time pressure -Similar power and lack of trust -Makes the search for more creative and valued options less likely Competing/Forcing -You have strong convictions about an issue -Pressing time constraints -You have greater power -May damage longer-term relationships -Impasse if others adopt same style Collaborating/ Problem-solving -There is trust between parties -Issues are complex -The other party can gain advantage from information Avoiding/Withdrawal -You have high uncertainty about how to respond -Conflict is generating heightened emotions -Conflict unresolved -Increase frustration in other party

Answer 40

Express - Each person/party communicates their needs, ideas, feelings, expectations understand - Ask questions to gain more information and deepen knowledge of other views integrate - Discussion to incorporate people’s views and needs, and to identify solutions that meet all people/parties, at least to some degree agree - Communicate public acceptance of the solution and discuss implementation

Week 7 - teams Flashcards

(64 cards)