When group has used up 12 of its allotted time

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(when group has used up 1/2 of its allotted time) transition initiates major changes concentrated burst of changes, dropping of old patterns, adoption of new perspectives low performing storming PHASE 2 2 nd phase of inertia (equil’m) last mtg: markedly accelerated activity team executes plans created during transition period high performing adjourning E.G. 1. @ 1 st mtg, timetable established; members size up on one another, agree they have 9 weeks to work on the project; instructor’s requirements discussed/debated 2. group meets regularly to carry out activities
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P ART 2: S TRIVING FOR P ERFORMANCE 3. after 4/5 weeks, problems: criticisms, open discussions; group reassesses & moves to make changes 4. if right changes made, next 4/5 weeks: group developing 1 st -rate project 5. @ last mtg (just before project is due): lasts longer, all final issues discussed, details resolved CREATING EFFECTIVE TEAMS Resources & Context ual Influences that make teams effective Team’s Composition Work Design Process Variables (things in the team that influence how effective the team is) CAVEATS to keep in mind: teams differ in form & structure, so model should be used as a guide model assumes that it’s already been determined that teamwork is preferable over individual work Context Team Effectiveness Composition Adequate Resources Leadership & Structure Climate of Trust Performance Evaluation & Rewards Skills Personality Roles Diversity Size Member Flexibility Members’ Preference for Teamwork Work Design Process Autonomy Skill Variety Task Identity Task Significance Common Purpose Specific Goals Team Efficacy Managed Level of Conflict Accountability CONTEXT Adequate Resources - tech, adequate staffing, admin. assistance, encouragement, timely info - support from management & larger org. - scarcity reduces ability of team to perform job effectively Leadership & Structure - create real team (rather than team in name) - setting clear/meaningful direction - make sure team structure supports working effectively - ensure that team operates within supportive org context - provide expert coaching
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P ART 2: S TRIVING FOR P ERFORMANCE - leader’s expectations & mood affect team performance Climate of Trust - interpersonal trust facilitates cooperation, reduces need to monitor each others’ behaviour, bonds members around belief that others won’t take advantage of them - trust in leadership: allows team to be willing to accept & commit to leader’s goals & decisions Performance Evaluation & Rewards - group-based appraisals, profit-sharing, gainsharing, small-group incentives - avoid discrepancy in wages among team members COMPOSITION Skills 1) technical expertise 2) problem-solving & decision-making skills (identify problems, generate alternatives, evaluate alternatives, make competent choices) 3) interpersonal skills (good listening, feedback, conflict resolution) Personality - influences team behaviour - high levels of Ex, Agr, Con, Emo Stab (Big 5 Model)
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