Exam 1 - Building Teams

Chapter Capstone :

- An old solution to place-time dilemmas was to relocate employees; now new solutions are more varied creative, often times cheaper, and less permanent. Information technology can increase team productivity. A skilled manager knows when to use information technology, what obstacles are likely to come up, and how to address them.

Four steps a team member can take to demonstrate their integrity to their virtual team members :

- Be truthful and forthright. - Avoid sarcasm, joking, and teasing. - Maintain confidences, don't spread gossip. - Handle sensitive material properly.

Initial face-to-face experience

- It is much easier for people to work together if they initially met face to face. - Face to face contact humanizes people and creates expectations for team members to use in their long-distance work together. -Schmoozing (aka the virtual handshake) - refers to contact between people that involves the exchange of some basic personal information and results in the expedited operation of virtual teams

Schmoozing (aka virtual handshake)

- refers to contact between people that involves the exchange of some basic personal information and results in the expedited operation of virtual teams

Performing Virtual Teams

-Ensure that departmental and company culture supports virtual teamwork - Provide sponsor support and resources for team to perform

Storming Virtual teams

-Face - to - Face teambuilding sessions. -Training on conflict resolution -Encourage conflicting employees to work together to find common group -Shuttle diplomacy and mediation create compromise solutions. -Create customized templated or team charters specifying task requirements. - Set individual accountabilities, completion dates, and schedules. -Establish procedures for sharing information. -Distinguish task, social, and contextual information; design procedures appropriate for each -Assign a team coach with skills for managing virtually.

Technology - Enhancing virtual teamwork

-Key is to not let the technology drive the entire virtual team, rather technology should support the team. -A key barrier to effective virtual teamwork is successful user adoption of new technology -Avoid individual monologues by inviting interaction and inviting input from other.

Shared mental models

-Regardless of how team members are communicating, they need to have a common understanding regarding their task and how to coordinate their efforts. -Social Capital has been shown to be associated with greater knowledge sharing

Most common types of teams

1. Management teams 2. Cross-functional project group 3. Operations and service

Types of Team Autonomy

4 types - manager-led, self-managing or self-regulating, self-directing, or self-designing, self-governing teams.

Status perceptions

A person's own cultural values influence whether one uses competence or warmth to attain status and judge the status of others. An individualistic cultural orientation influences people's tendency to view high-status people as competent as opposed to warm. A collectivistic cultural orientation influences people to view high status as warm

Teamwork:

A team focused planning that focuses on interpersonal interaction and team capabilities.

Hofstede's model

According to Hofstede's model, people from various cultures differ in terms of two key dimensions: Individualism vs collectivism small vs large power distance.

Iceberg Model

According to the iceberg model of culture, when we meet someone from a different culture, we don't see their values, beliefs, and assumptions, rather we only see their behavior and appearance. In order to under their values, assumptions and beliefs, it is necessary to take the time to understand that person beyond their surface characteristics.

Attributes of team

Are often informally communicated Make it easier for people to respond appropriately under new or stressful conditions Reduce team coordination problems.

Groups with high team structure

Asked to assume specialized roles/distinct jobs. Told how to engage in the task process. Switching roles is usually not permitted.

There are two kinds of problems related to time pressure and teams:

Capacity problems and capability problems

Advantages of virtual and hybrid teams

Combine the best talents of people in companies, they allow better use of human resources. Can increase team member empowerment Virtual/hybrid workers seem just as productive, if not more productive as traditional worker Virtual/Hybrid employees report higher happiness levels.

Place-Time Model

Considers teams in terms of their geographic location and temporal relationship.

Face to Face communication : Interaction types and workplace effects

Crucial in the initiation of relationships and collaboration. People are more cooperative when interacting face-to-face . Ideal when teams much wrestle with complex problems. Without Face-To-Face contact, work groups form more slowly and perhaps never fully. People rely primarily on nonverbal signals to help them navigate social interactions. Rapport-building through nonverbal signals. Not the best modality for all types of teamwork.

Exhibit 13-4 Dimensions of Culture

Cultural Prototype Primary Geographic Location Description Teamwork Behaviors & Expectations Face East Asia, including China, Japan, Korea, and Taiwan Self-worth is socially-conferred •Face-saving •Face-giving •Desire to maintain group harmony Dignity Europe, North America, Australia, & New Zealand Self-worth is self-determined •Direct confrontation •Open information sharing •Rational •Analytical •Friendly exchange of Information Honor Middle East, South Asia, North Africa, and Latin America Self-worth is socially-claimed •Expression of emotions •Confrontational

Defining culture

Culture is the unique character of a group's: assumptions, values beliefs, norms, ideologies, social structure, political structure, economic structure, religious structure.

3 key aspects that form the internal system of teamwork:

Defining the goal Selecting the team Managing the process

Most Frustrating aspects of teamwork

Developing and sustaining high motivation minimizing confusion and/or coordination problems Fostering creativity and innovation.

Groups with low team structure

Do not have set roles or routines often are allowed to allocate work an organize themselves

Three types of coaching

Educations - focuses on ability knowledge and skill. Motivational - focuses on how to enhance involvement Consultative -focuses on how to best integrate members strengths and abilities

Reciprocal interdependence

Every member is dependent on all others at all levels each team member must have familiarity with all other team member tasks.

Diversity has three degrees

Extreme Moderate Hybrid or faultline

There are four types of communication possibilities in the place-time model of social interaction:

Face to face communication (FTF) Same time, different place Different time, Same place Different place, Different time

Exhibit 13-5 Assessing Cultural Intelligence Example items from the 11-Dimension Expanded CQ Scale (The E-CQS)

Factor Sub-Dimension Example Items Metacognitive CQ •Planning •Awareness •Checking •I develop action plans before interacting with people from a different culture. •I am aware of how my culture influences my interactions with people from different cultures. •I adjust my understanding of a culture while I interact with people from that culture. Cognitive CQ •Culture-General Knowledge •Context-Specific Knowledge •I can describe the different cultural value •frameworks that explain behaviors around the world. •I can describe the ways that leadership styles differ across cultural settings.

Team builder

I calm people down and get them focused I support the common interest I help deal with conflict I help different people work together effectively I maintain good working relationship It upsets me when I see members frustrated I find common ground I encourage members when they are challenged.

Connector

I get the resources our team needs to be successful I coordinate the team with people outside of the team I spread ideas outside the team I am a spokesperson for the team I connect with people who can help my team succeed I find out what is going on outside and share it with my team I am the liaison I promote the team's mission to outsiders.

Doer

I like When the team is busy and gets things done People look to me when something needs to be done. I follow through on assignments I can be counted on when tasks need to be done I get my assignment done I step up and do whatever is necessary to make the team successful I volunteer for difficult assignments I'm always committed to the task

Innovator

I volunteer new ideas I test new ideas I make new suggestions when the team get stuck I get bored when we do the same thing each time I'm known for being creative I come up with new methods to accomplish the tasks I share new ideas My team sees me as innovative

Challenger

Im comfortable being critical I challenge assumptions I voice a different opinion to keep the team thinking I question what the team should do to get the job done I'm not afraid to question members authority I point out potential risks I can refute ideas that are unsound.

Four challenges of the future that point to the importance of teams:

Information technology Competition Globalization and culture Multigenerational teams

Adaption choices: according to the acculturation framework people have four choices when it comes to adaptation in a multicultural context.

Integration - group members maintain their own cultural identity and value, but also show a great receptivity to other cultural groups Assimilation - when a person does not maintain their own culture but rather assimilates to the other culture.

There are two types of relations focus when it come to team work:

Interdependent and independent

Virtual Team

Is a group people working together across time and space using electronic information technology

Richness

Is the potential information-carrying capacity of communications medium.

end versus means - Two common errors when goal setting:

Launching into actions without a thoughtful discussion Of purpose Excessive focus on how a team should function

Optimal team size

Leaders consistently struggle with the question of how many people to put on a team

Teams that are overgrown have a number of disadvantages :

Less tema cohesion declining satisfaction with team membership reduced participation in team activities decreased team cooperation increased negative behavior marginal productivity grains of larger groups decline as heterogeneity increases. Increased conformity pressure. As the size of the team grows more people do less talking relative to others.

Organizer

Likes to sort out details decides who will do which task keep the team on pace and aware of deadlines make sure members are clear about responsibilities keep track of how well team is doing organize the team structure activities suggest steps to follow

Team formation

Location Challenges can be overcome more easily than talent shortages Companies should immerse virtual employees in the organization's cultures

Management teams

Management Teams are like the board of directors of a company. The directors or managers come together to deliberate on strategic and macro issues that affect the whole organization. This function is traditional and a necessary extension if the organization has workgroups. Pros: Important function in organizations with workgroups and cross-communication is needed. Able to see the organization in a big-picture with perspectives from different departments. Effective in making things happen. Cons: May not see what is happening on the ground; out of touch with realities. May turn into a fight for political power if the leader does not manage it well.

Team led versus autonomy

Manager led 45% Self-managing 49% Self-directing 6%

Teams of Autonomy: there are four levels of team control

Manager-led teams Self-managing or self-regulating teams. Self-directing or self- designing teams Self-governing teams

A four factor Model of cultural intelligence includes:

Metacognitive CQ - focuses on planning and awareness. Cognitive CQ - focuses on general and specific cultural knowledge. Motivational CQ - Reflects motivation to adjust to different cultures. Behavioral CQ - focuses on both verbal and non-verbal behavior.

There are five types of process shifts

Mission analysis Goal specification Tactical strategy Operational strategy Action process

Team norms

Once establish norms are not easily changed norms are often maintained over several generations of team members teams' efforts to transmit their norms are particularly strong when newcomers are involved as the members are motivated to provide the newcomers with the knowledge they will need to be a full member of the team.

People often assume different roles on a team such as

Organizer Doer Challenger Innovator Team builder Connector

Interaction types and workplace effects : Same time, Different Place

People communicate in real time but are not physically in the same place. Loss of informal communication Disconnected feedback Loss of informal modeling Out-of-the-loop employees. Advantages: better preparation, reducing micromanagement Edmondson provides four tactics to help people reframe their purpose on their team.

Interaction types and workplace effects : Different time, Different Place

People in this work mode communicate asynchronously in different places. Skim effect - the tendency for most people to skim email messages and respond to only one element Egocentrism - people believe they convey a message in the correct tone when, in fact, the message is understood. Lost in translation - communicating via email strips the message of paralinguistic and nonverbal cues that enable us to richly communicate. E-mail and productivity Communication technology and health Cohesion and trust

Independent

People with an independent outlook focus on the extent to which they autonomous and unique

Interdependent

People with an interdependent outlook focus on the extent to which they are embedded within a larger social network.

Three factor distinguish virtual, hybrid, and traditional teams.

Physical Distance Technology support Percentage of time the group members spent apart

Pre-planning :

Planning before actually performing the task

3 types of task interdependence

Pooled Sequential Reciprocal

AFM (attentional focus model)

Predicts how time pressure affects team performance. The AFM model suggests that time when teams are under time pressure they filter what they judge to be important information.

outcome interpendence

Primarily associated with team cohesion.

Tactical

Process focus: directive highly focused tasks, role clarity, and well-defined operation Threats: role ambiguity, lack of training standards, communication barriers.

Creative :

Process focus: explore possibilities and alternatives Threats: Production blocking, uneven participation

Problem solving :

Process focus: focus on issues, separate people from problems, consider facts not opinions, conduct thorough investigation, suspend judgment. Threats L failure to stick to facts, fixate on solutions, succumb to political pressures, confirmatory information search.

Challenges of cross-cultural teamwork

Reach from both academic and private institutions reveals that ethnic diversity helps companies deliver superior business results. Stereotypes vs. prototypes

Forming Virtual Teams

Realistic virtual project team previews Coaching from experienced team members Developed a shared understanding and sense of team identity Develop a clear mission Acquire senior management support

Key things to expect when interactions with a team are via information technology

Reduce status differences : the weak get strong effect Equalization of participation Increased time to make decisions Communication frequency decreases and lowers inhibitions Groups make riskier decisions and exhibit greater polarization. Social norms change and negative interactions increase. Task performance and decision quality - research findings formation of trust and rapport more difficult.

Team structure

Refers to how the group's processes are articulated by team leaders and the extent to which they are adhered to by team members

High-Learning :

Reflects the desire to understand something novel or to increase competence in a task

Self-directed teams

Self-Directed Teams do not have a clear leader. They have shared leadership and share the responsibility of their work. We do not often see self-directed teams in companies and big organizations; they usually exist in small music groups like bands. Pros: Members are motivated, volunteers. Shared goals, objectives, and responsibilities. Good environment for open feedback. Cons: May does not have a clear vision. Without a leader, conflicts may lead to separation. The leader is usually determined by popularity more than ability.

Relationships orientation and networks:

Self-managing multicultural teams do not rely on leaders and might even be leaderless. Teams with high average levels of relationship orientation performed better than teams with low average levels of relationship orientation. For teams with outside ties to culturally heterogeneous people, those network connections facilitated creativity and creative performance

Developing your team building skills

Skill 1: Accurate diagnosis of team problems - sampling on the dependent variable, hindsight bias. Skill 2: Research-based intervention - based on scientific theory. Skill 3: Expert learning - single loop versus double-loop learning, inert knowledge problem.

Developing your team-building skills

Skill 1: Accurate diagnosis of team problems - sampling on the dependent variable, hindsight bias. Skill 2: Research-based intervention - based on scientific theory. Skill 3: Expert learning - single loop versus double-loop learning, inert knowledge problem.

Tight Culture attributes

Small variation in behavior that is considered normative or appropriate. Inflexible norms. High monitoring of behavior by team members.

3 types of diversity

Social category Value diversity Informational diversity

Special purpose teams

Special purpose teams are teams that are formed to fulfill a special purpose or a one-time off project. These teams include working committees for a particular event or a committee that comes together to solve a particular problem. Usually, these teams are not permanent and they are usually disbanded once the purpose of the team is served. Pros: Synergistic, multi-disciplinary team set up to achieve a special goal. Members are chosen according to what is necessary; will be essential. Cons: Takes team members away from their current responsibilities due to conflicting schedules and objectives. Takes time to build synergy.

Purely Virtual Teams are

Spending the majority of their time apart. Vary in their technical support needs Vary in their physical distance from one another.

Teams work on three types of tasks

Tactical teams Problem solving teams Creative teams

There are two key types of interdependence

Task interdependence Outcome interdependence

Interaction types and workplace effects : Different time, Same Place

Team members interact asynchronously, but share the same work space. Team in these types of work environment can rely on the physical environment too much for information and cues. This type of dependence can be a limitation for groups that find it impossible to work outside the idiosyncratic confines of their workplace.

Cost of backing up behavior

Team members providing backup neglects their own task work increased chances teammate who receives this help to decrease their task work in subsequent projects.

Advantages to smaller understaffed teams

Team members work harder Wider variety of task engagement Members assume more responsibility for team performance Higher team involvement

For coaching to be effective four conditions must be met

Team performance processes that are essential for success must be relatively unconstrained ( expertise, engagement, execution). The team must be well designed and the organizational context supportive. Coaching behaviors should focus on salient task performance processes. Coaching interventions should be introduced when team is ready and able to incorporate change.

Five key characteristics of a team:

Teams exist to achieve a shared goal. Team members are interdependent regarding some common goal. Teams are bounded and stable over time. Teams have the authority to manage their own work and internal processes. Teams operate in a social system context.

Some General rules for the optimal team size

Teams should be fewer than 10 members Compose team using the smallest number of people who can do the task

Observation about teams and teamwork

Teams should be the exception, not the rule. Managers fault the wrong causes for team failure. Teams require attention. Experimenting with failures leads to better teams. Conflict among team members is not always bad strong leadership is not always necessary for strong teams. Good teams can still fail under the wrong circumstances. Teams retreats will not fix all conflicts between team members.

Transactive memory systems and language barriers

Teams that have developed transactive memory (knowledge of who knows what) of their teams are more effective than teams who are low in transactive memory. Because language barriers not only might hinder the transmission of knowledge but also might erode the ability of team members to build trust leaders need to manage the teams negative reactions to language barriers to build team cohesion.

CQ and performance

Teams with higher levels of CQ gradually exhibit higher rates of performance improvement over the life of a team. CQ moderates the relationship between cultural diversity and team performance, such that the more diverse the team is, the more important CQ becomes for successful performance.

The following skills are important to consider when forming any team:

Technical or functional expertise Task management skills Interpersonal skills

Backing up behavior

The discretionary provision of one team members resources and efforts to help another members of one's team obtain their work goals

Team coaching has three distinct features involved in coaching

The functions that coaching serves for a team. The conditions under which coaching is likely to facilitate performance. The specific times in the task performance process when coaching is most likely to have intended effects.

Fusion team work principle of coexistence

The fusion principle of coexistence facilitates the ability of global teams to extract information and make decisions as compared to letting the dominant culture dictate the work ways of the team.

Chapter Capstone

There is no magic formula for designing and maintaining effective teams. Making the team takes a scientific approach to the study and improvement of teamwork. There are many misperceptions about teams and teamwork. Intuition and luck can only go so far.

Strategies for enhancing virtual teamwork

There re a variety of methods from enhancing the performance of virtual teamwork, both structural and interpersonal: - team formation - technology - shared mental model - boundary objects - initial face to face experience - Objective self-awareness - Integrity Best practices for improving productivity of virtual teams

Multi-functional teams

These teams consist of members formed from different areas of expertise. They may come together on a short-term basis or sometimes they're formed permanently. This depends on the nature of the organization they work in. Pros: People with different disciplines will offer multiple points of view. Expect innovation and different ideas to come out of meetings. Brings out the potential in each individual. Cons: Only useful for project-based organizations, or for a project purpose. Make take time to build synergy.

Difficult goals yield considerably higher team performance compared with nonspecific goals

True

It is more important to have a well designed team than a team with a good leader

True

Project team whose members hold meritocratic values or individuals who are motivated to demonstrate their unique capabilities to other group members, develop task approaches that are low in interdependence.

True

Project teams whose members share egalitarian values or a desire to create a shared sense of membership, develop highly interdependent task approaches and patterns of interaction.

True

Team members rely on one another and must do so to complete tasks, therefore they are interdependent.

True

Teams that plan or develop performance strategies usually perform better than teams who do not plan.

True

When a team is give a specific time frame to do a job, members adjust their behavior to fit the time available

True

Team size :

Varies dramatically Average size: 11.75 people Modal team size: 10 people Optimum size: 5 - 6 people

Group Identity and leadership

Virtual teams should seek to build group identity early in the formation of their team. Virtual team leaders must be more proactive. Virtual teams may better benefit from shared team leadership than hierarchical leadership. Agreeableness and conscientiousness are positively related to task and person-leadership emergence.

Conflict in groups

Virtual teams who experience conflict at the team's early stages can influence later conflict in the group. Study done of groups that worked face to face, via videoconference or via computer-mediated communication revealed that the "leaner" communication in the CMC group prevented task conflict from escalating into relationship conflict.

Coaching the virtual team

Wageman's model of coaching the virtual team. Tacit knowledge - is knowledge that is hard to articulate and was acquired through experience. Codified knowledge - is knowledge that is transmittable in formal symbolic language.

Separation

When a person maintains their own culture and distances themselves from the other culture.

Marginalization

When a team member neither maintains their own culture nor do they attempt to assimilate to the other culture.

Change and adaption

When teams contain members of different cultures, it is important to be proactive about how best to manage the team so as to prevent misunderstanding and conflict. When members of different cultures interact, a mutual adaptation process takes place. Team members who are high in cognitive complexity, have knowledge of cultural norms and have a shared cognition about the social diversity of their team are better able to over the barriers to global work.

Working Teams

Working teams are teams that are basic to any organization: Marketing teams, Human Resource teams, Finance Teams. They are divided according to their function and they perform ongoing tasks for any organization. Traditionally, majority of organizations are organized in such a way. Pros: Efficient, functional and task-oriented. Each department fulfills a clear role in the organization. Little mis-communication about cross-functional responsibilities. Cons: Little communication between department leads to inter-department rivalry. Clashing interests causing conflict. Lack of innovation on better procedures.

Teams versus groups

a group is working together on similar work a team is when people work together towards a common goal.

Define Team:

a group of people who are interdependent with respect to information, resources, and skills and who seek to combine their efforts to achieve a common goal.

perceived diversiry

a persons subjective understanding of the differences in their group

Taskwork

a task focused planning that focuses on work goals and task specific performance requirements

Multicultural collaboration: There are four key challenges that multicultural collaborations can encounter:

adjustment processes are critical for coping with the absence of organizational embeddedness. Collaborations use internal and external strategies for adjustment cultural differences affect the ability to adjust over adjustment is detrimental to the process.

Dignity, face and honor cultures

another model of culture is based on tripartite model of three cultural prototypes: face dignity and honor

Work Ways

are a culture's signature pattern of workplace beliefs, mental models, and practices that embody a culture's ideas about what is good, true, and efficient with the work domain.

Boundary objects

are artifacts, tools, documents, models, language, and procedures that allow people from different teams to build a shared understanding

Norms

are shared expectations that guide behavior in groups

Team scaling fallacy

as the team size increases people increasing underestimate the number of labor hours required to complete a task.

The first response of a team to norm violation is usually to

attempt to correct the misbehavior gently before moving on to more drastic measures.

Individual, relational, and collective selves

broadly speaking, people's self-concepts consist of three representations: The individual self- differentiating ourselves from other The relational self - how we assimilate with others The collective self: our inclusion or exclusion with large, social groups .

sequential interdependence

classic assembly line model - each member further down the line is more dependent on others "upstream:

Teams goals should be

clear and simple specify ends but not means

Lost in translation

communicating via email strips the message of the paralinguistic and nonverbal cues that enable us to richly communicate

Emotional display

cultural value orientation affects norms regarding the emotional displays that are considered socially appropriate and how that person thus interprets the emotional displays of others.

Timelines and time pressure

differences in how team members think about time can affect team process and outcomes, differences such as : Time urgency Time perspective Polychronicity Pacing style

The individual self

differentiating ourselves from other

Honor culture orientation

express their ideas and often take matters into their own hands. most emotionally explosive. may be perceived as overly argumentative or emotional

Collectivism

focuses on how people define themselves in relation to other and how they seek to further group goals.

the relational self

how we assimilate with others

Geographic faultiness

in geographically-dispersed teams, geographic locations may activate faultiness that split a group into subgroups that increase conflict and reduce trust.

why should organizations have teams

information technology, competition, globalization and culture, and multigenerational teams.

Prototype

is a general tendency within a given culture.

Stereotype

is a generalized and usually faulty belief that everyone from a given culture is the same.

Cultural intelligence (CQ)

is a person's ability to adapt effectively to new cultural contexts. Cultural intelligence enhances the likelihood that teams on global assignments will actively engage in four key states of learning: Experience, Reflection, Conceptualization, Experimentation

Multi-cultural engagement

is a psychological mindset, openness to learning, and adaptions made by people when they are in a multicultural environment.

Tacit knowledge

is knowledge that is hard to articulate and was acquired through experience.

Codified knowledge

is knowledge that is transmittable in formal symbolic language.

face-to-face communication

is relatively "rich" in the information it conveys because it allows the simultaneous observation of several cues, including body language, facial expression, and tone of voice, and provides people with a greater awareness of context

Ethnocentrism

is rigidly held belief that one's own culture or country is better than others.

One of the best ways to counteract undesirable norms

is the early introduction of productive norms and structures.

Cultural relativism

is the principle that people should be understood by others in their own culture.

Building a diverse team

left to their own instincts most leaders and teams opt for group homogeneity, not diversity.

Team Longevity

less than 6 months 7% 6-12 months 19% 1-2 years 38% 3-5 years 29% Over 5 years 7%

There are two keys errors that leaders often make when selecting a team members.

make the team too big (overstaffing bias) Make the team to homogeneous

Capability problems

occur when the task is difficult even though there is plenty of time to complete the task.

capacity problems

occur when there is not enough time to do all of the required tasks, although the task is easy.

Pooled Interdependence

occurs when group members work independently and then combine their work.

the collective self

our inclusion or exclusion with large social groups

Egocentrism

people believe they convey a message in the correct tone, in fact, the message is misunderstood.

Traditional Teams Are

physically close Spend Much work time together typically require low tech support for their teamwork.

Online planning

planing during the performance of the task

task interdependence

primarily associated with team performance of actions-focused tasks.

Teams do not work in a steady. state;

process shifts are points in time when teams complete a focal process and change to another process.

Cultural metacognition

refers to an individual's level of conscious cultural awareness and executive process during cross-cultural interactions. Managers and leaders high in cultural metacognition are more likely to develop trusting relationships with people from different cultures.

Tight versus loose cultures

refers to the degree to which cultural institutions control people's behavior. Loose cultural attributes: wide variation in behavior that is considered normative or appropriate. Norms are flexible. Less monitoring of behavior by team members. Tight Culture attributes : Small variation in behavior that is considered normative or appropriate. Inflexible norms. High monitoring of behavior by team members.

Individualism

refers to the extent to which people define themselves by their own traits and give priority to their personal goals.

High performance:

reflects the desire to gain favorable judgements of performance or avoid negative judgments of competence

Hybrid teams are

representing the largest percentage of team Have the most variation in their physical distance, time spent apart, and tech support.

Face culture orientation:

seek to maintain group harmony and not insult others build trust slowly over time signal information subtly slow and indirectly

Dignity culture orientation

speak their mind and expect others to do so too. make decisions on basis of facts and information. ask pointed questions and willingly exchange information have a tendency to trust others even without a long history.

Planning - two focus types

task work and teamwork

Performance vs. learning goals

team members have either a high-performance orientation whereas others have a high learning orientation.

What leaders tell us about their teamwork

team size : Varies dramatically Average size: 11.75 people Modal team size: 10 people Optimum size: 5 - 6 people team autonomy The manager led 45% Self-managing 49% Self-directing 6% Team longevity less than 6 months 7% 6-12 months 19% 1-2 years 38% 3-5 years 29% Over 5 years 7%

Chapter Capstone

teams that have clean and elevating goals are best positioned to succeed. The selection of team members should not be left to chance and the team should include the fewest number of people required to accomplish the task. An effective leader can coach the team with regard to information, motivation, and coordinator.

Objective diversity

the actual compositional attributions of the group

Caves and commons flexibility

the cave and commons work design allows teams and individual to regulate the amount of time they spend working individually and their level of group interaction.

The optimal degree of diversity may depend on out interpersonal congruence -

the degree to which we see ourselves as others see us.

Selecting team members

the freedom to select team members may be constrained in many ways from choosing who is best for thier team.

When norms are left to naturally develop

the team members who are most disruptive and least self conscious may set unfavorable norms

Skim effect

the tendency for most people to skim email messages and respond to only one element.

task focus

there are three types of focus tactical teams, problem-solving teams, and creative teams.

Creative innovation

three dimensions of managers' global work experiences predict their organization's creative innovations: Breadth, depth, culture distance Two factors may be effective in moderating the potential negative impact of cultural diversity on team creativity

If a teams engage in reflexivity, talking about how they work together as a team the group can counteract many of the negative effects of team diversity

true

Perceived urgency or time pressure positively affects performance when teams are strong at managing the time related aspects of their work

true

The fewer the number of people from a specific social category on a team more negative their personal experience and the likelihood for them to feel isolated, feel role entrapment, and experience performance pressure.

true

Loose cultural attributes:

wide variation in behavior that is considered normative or appropriate. Norms are flexible. Less monitoring of behavior by team members.

5 types of teams

working teams, special-purpose teams, multi-functional teams, self-directed teams, management teams