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OB Ch10

Observational Behaviour Chapter 10, Scandura 2nd Edition

Performing Refers to the team producing collective work products in team development
Storming Refers to emerging conflicts regarding the goals and contributions of team members and the possible challenges to the leader in the five-stage model of team development
Synergy Refers to the ability of a team to produce something beyond the sum of individual member contributions
Self-managed work team A work team that has no designated leader and has control over the specific ways tasks are being performed
Team metrics Is a measure that assesses how a team is performing over time and they provide feedback to team members
Facilitators Help the team to make decisions by asking questions and reflecting statements
Idea evaluation A method of decision making that is a discussion of strengths and weaknesses of ideas
Brainstorming One of the most common forms of team decisions making
Social loafing Reduction in motivation and effort when individuals work collectively compared with when they work individually or coactively (i.e., work with others but do not combine inputs into a group product)
Team Small number of people with complementary skills who are committed to a common purpose, performance goals, and an approach for which they hold themselves mutually accountable
Work group Interacts primarily to share information and make decisions to help one another perform within each member's area of responsibility
Work team Generates coordinated effort; individual efforts result in a level of performance greater than the sum of individuals inputs
Work group Not responsible for a collective work product
Work team Create synergy
Work team depend on one another and must interact to create something that no on person on the team could create
Team purpose Increased competition forced restructuring for efficiency and effectiveness Better utilize employee talents Be more flexible and responsive to change Increase motivation
Team norms Informal and interpersonal rules that team members are expected to follow May be explicit or implicit
Team charter Team purpose are clarified and expectations for behavior are set forth Misunderstandings should be fewer and team members can be reminded of the group's norms
Team mental models Team members' share, organized understanding and mental representation of knowledge about key elements of the team's relevant environment
Three functions of team mental models Allow team members to interpret information similarly
Three functions of team mental models Shared expectations concerning the future
Three functions of team mental models Develop similar reasoning as to why something happens
Five-Stage Model Forming Storming Norming Performing Adjourning
Forming Clarify purpose and ground rules
Storming Address conflict and maintain focus on purpose
Norming Remind followers of ground rules and address deviations
Performing Celebrate successes along the way to reaching the goal
Adjourning Arrange a celebration to recognize the team's accomplishments
Punctuated equilibrium Transition between an earlier phase of inactivity of a team followed by a second phase of significant acceleration toward task completion
Team metrics Task metrics Process metrics Individual development metrics
Task metrics The "what" of teamwork
Process metrics The "how" of teamwork
Individual development metrics The "learning" in teamwork (how individuals are developing new skills and learning from being on the team)
Team learning Ongoing process through which teams acquire Originates at individual level, emerges at team level Higher learning orientation Psychological safety
Team creativity and innovation Processes and outcomes of developing new ideas for innovation Encompasses what team members do behaviorally Communication of new ideas Positive behaviors of leaders
Cohesion Team spirit experienced in high-performing teams
Cohesive groups Perform better because they are more motivated and able to organize tasks around a common goal
Group think Conformity-seeking tendency of the group that results in compromised decision making
Created by: ltt