Being comfortable enough to make a suggestion Hierarchical sensitivity the

Being comfortable enough to make a suggestion

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Being comfortable enough to make a suggestion § Hierarchical sensitivity- the degree to which the leader effectively weighs the recommendations of the members Leader has to listen to suggestions § Compliance- people conform to other expectations or behaviors in the hope acquiring rewards or avoiding punishment Overcome this by the leader speaking their opinion last § Choice shift- tendency for groups to make decisions that appear more extreme than if an individual made the decision Overcome this by asking an outside party, playing devil’s advocate, or FOLLOWING UP WITH ANOTHER MEETING AFTER
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o Boundary spanning- § People from the team communicate with people outside the team § Ambassador activities- communications intended to protect the team, persuade others to join the team, or obtain important information/ resources Sometimes called figurehead or spokesperson § Task coordinator activities- communications that are intended to coordinate task-related issues with people or other groups in other functional areas § Scout activities- things that members do to obtain information about technology, competitors, or the broader marketplace Teamwork processes- the interpersonal activities that facilitate the accomplishment of the team’s work but do not directly involve task accomplishment itself o Transition processes- teamwork activities that focus on preparation for future work or period between work § Mission analysis- analysis of team’s task, challenges, and resources available § Strategy formulation- development of a course of action and contingency plans § Goal specification- development and prioritization of goals related to the team’s mission and strategy o Action processes- processes important when the work is actually happening § Monitoring progress toward goals- team pays attention to goals or charts progress § System monitoring- keeping track of things the team needs to accomplish § Helping behavior- members going out of their way to help or back up another team member § Coordination- synchronizing the team’s effort to make them more effective o Interpersonal processes- activities that are important before, during, and after the task § Motivating and confidence building- things members do and say to each other to motivate other members to work hard, like self-efficacy Affect management - activities that foster a sense of emotional balance and unity § Conflict management- activities that the team uses to manage conflicts, there is an optimal level of conflict- (too little = people get lazy; too much = people check out) Relationship conflict- disagreement between members about personal beliefs or incompatibilities Task conflict- disagreements about the team’s task, has nothing to do with the members personally, can be beneficial if it stimulates conversation that result in development and expression of new ideas
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§ How to not reduce the effectiveness of your team: 1. Trust each other 2. Have effective conflict management 3. Use task conflict beneficially
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