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Bus 302: Ch 4
| Term | Definition |
|---|---|
| How to build a team | 1) teams must be real (not fuzzy) 2) teams need a compelling/clear direction 3) teams need enabling structures (good task design) 4) teams need a supportive organization (HR) 5) teams need expert coaching |
| Fallacies about teams | harmonious teams are better, bigger is better, long terms get comfortable and performance drops off |
| Harmony (yeah or nay?) | Deviation is good if constructive. outperform harmonious teams because play devil's advocate |
| Basic Conditions for team performance | Organize, Socialize, Task Process |
| Organize (Basic Conditions for team performance) | Clearly define tasks and objectives. Roles should be clear. Team needs necessary and sufficient members. |
| Socialize (Basic Conditions for team performance) | Effective Communication (active listening), Conflict Resolution (task related conflict=good, social/personal conflict=bad), rotation of roles |
| Task processes (Basic Conditions for team performance) | planning/tracking (plan clear: milestones, tasks, etc. and track as plan unfolds) executing (individuals complete tasks so team can deliver jointly) |
| Advance Team Dynamics | Respect & Trust, Generating Innovation, Managing Boundaries |
| Respect (Advance Team Dynamics) | recognize legitimacy of each group members value and contribution |
| Trust (Advance Team Dynamics) | belief in every member is acting in the team's best interest, even in absence of other teams members |
| Generating Innovation (Advance Team Dynamics) | diverse thinking=innovative and different ideas |
| Managing Boundaries (Advance Team Dynamics) | team members each have connections (lead to greater connections for whole team), but need to be managed. Key is to recognize underlying cultural causes of conflict and picking best method of dealing with them |
| Challenges w/ Multi-Cultural Teams | 1) direct v. indirect communication 2) trouble with accents and fluency 3) differing attitudes toward hierarchy and authority 4) conflicting norms for decision making |
| Direct v. Indirect (Challenges w/ Multi-Cultural Teams) | direct is explicit and indirect embeds meaning in the way and context of the message |
| trouble with accents and fluency (Challenges w/ Multi-Cultural Teams) | fluency does not equal expertise and non-fluency does not equal incompetance |
| hierarchy and authority (Challenges w/ Multi-Cultural Teams) | teams have flat structure. hierarchical may find this uncomfortable. if defer to higher status member of group, then damage credibility, and maybe have humiliation |
| conflicting norms for decision making (Challenges w/ Multi-Cultural Teams) | 1) adaptation 2) structural intervention 3) managerial intervention 4) exit |
| adaptation (conflicting norms for decision making) | acknowledging cultural gaps openly and working around them |
| managerial intervention | setting norms early or bringing in high-level manager |
| exit | remove team members (when differences become personal rather than professional, get out of hand) |
| structural intervention | changing the shape of a team (creating smaller working groups, etc) |
Created by:
mbarnum3
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