MGMT Chapter 15

During Performing, the team is starting to work well together, and buy-in to group goals occurs. The team is establishing and maintaining ground rules and boundaries, and there is willingness to share responsibility and control.

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Managing the team's paradox —or space between the team and its external forces, stakeholders, and pressures—is a delicate balance of employees, stockholder management, and profits.

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Members for a team should be selected for their personality, not for their skill and skill potential.

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Research on conflict and team suggests that conflict is bad for a team and that it will inevitably bring the team down and cause them to spiral out of control and off track.

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The Norming stage begins as team members begin vying for leadership and testing the group processes.

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According to Linda Hill, managing a team means managing paradox.

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Common commitment and purpose and mutual accountability are among the elements that that make teams function.

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In a team, the multiple diverse perspectives can enhance both the understanding of the problem and the quality of the solution.

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Mining is a technique that can be used in teams that tend to avoid conflict.

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The difference of direct versus indirect communication, in managing multicultural teams, can cause conflict because, at the extreme, the direct style may be considered offensive by some, while the indirect style may be perceived as unproductive and passive-aggressive in team interactions.

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