MGS 3400 Ch 12 Team Processes and Communication
cross-training
Training team members in the duties and responsibilities of their teammates
decision informity
the degree to which team members posses adequate information about their own task responsibilities
motivational loss
process loss due to team members' tendency to put forth less effort on team tasks than they could
coordination loss
process loss due to the time and energy it takes to coordinate work activities with other team members
Team States
specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together
action learning
team process training in which a team has the opportunity to work on an actual problem within the organization
transportable teamwork competencies
team training that involves helping people develop general teamwork competencies that they can transport from one team context to another
action processes
teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place. monitoring progress towards goals, systems monitoring
taskwork processes
the activities of team members that relate directly to the accomplishment of team tasks. Boundary spanning, creative behavior, decision making.
information richness
the amount and depth of information that gets transmitted in a message
staff validity
the degree to which members make good recommendations to the leader
Brainstorming
A team process used to generate creative ideas
Nominal group technique
A team process used to generate creative ideas, whereby team members individually write down their ideas and then take turns sharing them with the group
social loafing
A type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes
Groupthink
Behaviors that support conformity and team harmony at the expense of other team priorities
task coordinator activities
Boundary-spanning activities that are intended to coordinate task-related issues with people or groups in other functional areas.
scout activities
Boundary-spanning activities that are intended to obtain information about technology, competitors, or the broader marketplace
ambassador activities
Boundary-spanning activities that are intended to protect the team, persuade others to support the team, or obtain important resources for the team
creative behavior
Developing new, exciting ideas to work toward the final solution of a task is characteristic of ......?
relationship conflict
Disagreements among team members with regard to interpersonal relationships or incompatibilities in personal values or preferences
team building
Fun activities that facilitate team problem solving, trust, relationship building, and the clarification of role responsibilities
Boundary Spanning
Interactions among team members and individuals and groups who are not part of the team
transition processes
Teamwork processes, such as mission analysis and planning, that focus on preparation for future work in the team
interpersonal processes
Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members
Potency
a team state reflecting the degree of confidence among team members that the team can be effective across situations and tasks
Cohesion
a team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself
production blocking
a type of coordination loss resulting from team members having to wait on each other before completing their own part of the team task
Team processes
communication, activities, and interactions that occur within teams that contribute to their ultimate end goals are known as...
task conflict
disagreements among members about the team's task
All of the following are considered benefits of the nominal group technique, except: It reduces production blocking it reduces social loafing members do not meet in a face-to-face environment members do not have to wait their turn to express their ideas
members do not meet in a face-to-face environment.
hierarchical sensitivity
reflects the degree to which the leader effectively weighs the recommendations of the members
network structure
the pattern of communication that occurs regularly among each member of the team. most effective in complex tasks: All channel, circle ,Y, wheel
Communication
the process by which information and meaning gets transferred from a sender to a receiver
personal clarification
training in which members simply receive information regarding the roles of the other team members
positional rotation
training that gives members actual experience carrying out the responsibilities of their teammates
positional modeling
training that involves observations of how other team members perform their roles
process gain
when team outcomes are greater than expected based on the capabilities of the individual members. synonymous with synergy
process loss
when team outcomes are less than expected based on the capabilities of the individual members
mental models
The degree to which team members have a shared understanding of important aspects of the team and its task
transactive memory
The degree to which team members' specialized knowledge is integrated into an effective system of memory for the team
team process
The different types of activities and interactions that occur within a team as the team works toward its goals
teamwork processes
The interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself. Transition process, action processes, transition process, action processes all over interpersonal process
team process training
The use of team experiences that facilitates the team's ability to function and perform more effectively as an intact unit.