For temporary group wrapping up activities high

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-for temporary group-wrapping up activities -High levels of conflicts can help performance as long as it is directed toward tasks not individuals (stage 2 can out perform 3,4) -Considers interpersonal process of the group The Punctuated-Equilibrium Model Phase 1 -framework of behavioral patterns, inertia-tends to stand still or locked into fixed course of action, performing at low state Phase 2 -moves out of inertia state, execute plans, finish work -This model characterizes deadline-oriented teams as exhibiting long periods of inertia, interspersed with brief revolutionary changes trigged by dealines -Forming and norming through low performance, storming, then high performing and finally adjourning -Considers time challenges Creating Effective Teams A model of Team effectiveness Context -presence of adequate resources, effective leadership, trust, performance evaluation and reward system Adequate resources: encouragement, support for technology, information, staffs Leadership and structure: real team, clear direction, structure that supports, expert coaching Multi team systems -different teams need to coordinate their efforts to produce a desired outcome -In this, leaders need to empower teams by delegating responsibility to them, play role of facilitator, coordinating efforts to work together -Women make better team leaders than men -Self-managed teams perform better than teams with formally appointed leaders Climate of Trust Performance Evaluation and Rewards-group based appraisals, profit sharing, small group incentives to reinforce team effort Composition -includes variables that relate to how teams should be staffed
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  • Spring '08
  • fatin
  • Sociology, team member, team development

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Christopher Reinemann
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