c.Why are processes important to team effectiveness? 2.Common Plan and Purpose
3.Specific Goals 2.Management can increase team efficacy by helping the team to achieve small successes and skill training. F. Mental Models 1. Effective teams share accurate mental models —organized mental representations of the key elements within a team’s environment that team members share. 2. If team members have the wrong mental models, which is particularly likely with teams under acute stress, their performance suffers. 3. If team members have different ideas about how to do things, the team will fight over how to do things rather than focus on what needs to be done. G. Conflict Levels 1. Conflict on a team isn’t necessarily bad. 2. Conflict has a complex relationship with team performance. Relationship conflicts— those based on interpersonal incompatibilities, tension, and animosity toward others—are almost always dysfunctional. 3. When teams are performing nonroutine activities, disagreements about task content (called task conflicts) stimulate discussion, promote critical assessment of problems and options, and can lead to better team decisions. 4. A study conducted in China found that moderate levels of task conflict during the initial phases of team performance were positively related to team creativity, but both very low and very high levels of task conflict were negatively related to team performance. a. In other words, both too much and too little disagreement about how a team should initially perform a creative task can inhibit performance.
You've reached the end of your free preview.
Want to read all 32 pages?
- Fall '16
- Sociology, Group development, Formal Group, D. Group