Class 12 Teamwork - Org Mngmt

- integrate knowledge
- help cope with complexity
- foster motivation and commitment
- create synergy

- adequate resources
- leadership and structure
- climate of trust
- performance evaluations and rewards

- Abilities of members
- Personality
- Allocating roles
- Diversity
- Size of teams
- Member preferences

-Common Plan and Purpose
-Specific Goals
-Team Efficacy
-Mental Models
-Conflict Levels
-Social Loafing

a specific situation that is represented in a person's mind

- common understanding
- accountability
- predictability

facilitates coordination by providing a shared awareness of the whole task and how individuals work fits within the whole

clarifies who is responsible for specific elements of the collective task

enables team members to anticipate task related activity by knowing what the elements of the task are and when they happen

a shared belief that the team is safe for interpersonal risk taking

- Feel more comfortable asking questions and
- seeking clarification
- Are more likely to inquire about other's views and
- express dissenting views
- are more likely to admit mistakes and request help

- Feel more comfortable asking questions and
- seeking clarification
- Are more likely to inquire about other's views and
- express dissenting views
- Are more likely to admit mistakes and request help

members need to rely on knowledge, skills, and efforts of teammates to accomplish their job activities

the collective processes through which members orchestrate the timing, sequence, and distribution of their interdependent action

the cooperative division of labor for learning, remembering, and communicating relevant team knowledge

- teams aren't always needed
- effective teams tend to be small (5-9)
- effective teams tend to have common plan, purpose, and mental model
- select individuals who have interpersonal skills to be effective team players

counting on others to do the work

- setting group goals
- increase competition
- constant discussions
- select team members that want to be there
- reward appropriately

improved performance on simple or well-learned tasks in the presence of others

suggests that we need to belong to a group of similar other because we think that our belief, values are important

- social categorization
- positive distinctness
- social comparison
- us vs. them mentality

belief that our characteristics and values are better than another group

considers when and why individuals consider themselves members of group
- helps us understand who we are and where we fit in with people

when we see members of our group as better than other people, and people not in our
group as all the same.

when we see members of our group as better than other people, and people not in our group as all the same.
- comes from in/out group

a set of expected behavior patterns attributed to someone occupying a given position in a social unit.

one's perception of how to act in a given situation

how others believe a person should act in a given situation

a situation in which an individual is confronted by divergent role expectations

- team planning
- transactive memory
- role differentiation
- build foundation for effective coordination

a decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group, each ranks them > highest determines final decision

situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views

A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position.

the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team

the combined memory of a group that is more efficient than the memory of the individual members

- more knowledge becomes available
- more alternatives generally considered
- avoids traps of oversight, blind spots, and biases
- improves acceptance of decisions
- can lead to synergy
- can have motivational benefits

- requires more time
- can be dominated by an individual or clique
- erosion of individual accountability
- groupthink
- groupshift