organization and who have membership that is identifiable to those on the team

Organization and who have membership that is

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organization, and who have membership that is identifiable to those on the team and not on the team; the team has a common goal o Team Effectiveness : measured on several dimensions Knowledge Criteria : degree to which team increases its performance capabilities 9
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Must be diversity in knowledge, knowledge must be shared, must have learning over time (do you get better?) Affective Criteria : whether team members have a fulfilling/satisfying experience Outcome Criteria : quantity and quality of the team’s output (comes in parts – did you get research done, meet writing center requirement, get a good grade) Synergy v. Process Loss o Synergy : the total output of the team is greater than the combined outputs of individual members working alone o Process Loss : time and energy spent on maintaining the team as opposed to working on the team’s tasks Influences on Team Effectiveness o Composition : who is on the team and what they bring to the team Diversity : depends on task, outcomes, time, type of diversity; good when it is complex; improves performance when it is accompanied by different points of view/different information Personality : agreeableness and emotional stability help with maintenance, conscientiousness helps with performance Size : inverted U (bigger team=higher performance to a point) vs. linear performance (bigger team=higher performance) o Structure : what does the task look like Member Roles : Norms : people look for similarities Task Structure : determines whether you need a group or not Divisible (can be broken down into smaller tasks – group paper) vs. Unitary (done in one segment – knitting) Maximization (quantity) vs. Optimization (quality) Additive (don’t need teamwork, series of unitary tasks – data entry), Compensatory (task at hand benefits from information play – forecasting estimates), Disjunctive (teams must work together to come to one decision – juries), Conjunctive (work to be done is sequential – assembly line) o Processes : what goes on in the team (communication, conflict, etc.) Cohesion : extent to which people like the team because of group’s positive affect Interpersonal : like being on the team because they are friends Task : like being on team because same goal (better cohesion/performance) Conflict : Personal : hurts cohesion; people not liking each other, having stereotypes Substantive/Task : can be good for team performance; argue about what would have happened if x happened (leads to creative solutions) Procedural : hurts cohesion; not being able to meet, disagreeing, etc. Social Facilitating : argues that the presence of others makes us perform better (not true in test taking, public speaking) Social Loafing : diffusion of responsibility (chores Communication : o Team Development : how the team develops over time 10
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Stage Model : explains best teams that work together for a long time Forming : getting to know each other Storming : disagreement/tension among members Norming : cohesiveness and roles develop Performance : high task and goal orientation Adjourning : task completion, termination of roles
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