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social networks
social structures of individuals or social units that are connected to each other through
one or more forms of interdependence
process losses
resources (including time and energy) expended toward team development and
maintenance rather than the task
Brook's Law
the principle that adding more people to a late software project only makes it later
social loafing
phenomenon whereby individuals become less productive in groups
task interdependence
the extent to which team members must share materials, information, or expertise in
order to perform their jobs
pooled interdependence
work completed by having each job or department independently contribute to the whole
sequential interdependence
work completed in succession, with one group's or job's outputs becoming the inputs for
the next group or job
Reciprical Interdependence
work completed by different jobs or groups working together in a back-and-forth manner
5 C's of Effective Team Member Behavior
1. Cooperating
2. Coordinating
3. Communicating
4. Comforting
5. Conflict Handling
Stages of Team Development
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
Role
a set of behaviors that people are expected to perform because they hold informal or
formal positions in a team or organization
team processes
The different types of activities and interactions that occur within a team as the team
works toward its goals
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team building
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Formal activities intended to improve the team's development and functioning of a work
team
Team building activities
goal setting, problem solving, role clarification, interpersonal relations
Norms
the informal rules and shared expectations that groups establish to regulate the
behavior of their members
team cohesion
the degree of attraction people feel toward the team and their motivation to remain
members
6 influences of team cohesion
1. member similarity
2. team size
3. member interaction
4. Somewhat difficult entry
5. team success
6. external competition and challenges
trust
positive expectations one person has toward another person in situations involving risk
self-directed teams (SDTs)
Cross-functional work groups organized around work processes, that complete an entire
piece of work requiring several interdependent tasks, and that have substantial
autonomy over the execution of those tasks
remote teams
teams whose members operate across space, time, and organizational boundaries and
are linked through information technologies to achieve organizational tasks
human capital
the knowledge and skills that workers acquire through education, training, and
experience that can bring to an organization
production blocking
a time constraint in team decision making due to the procedural requirement that only
one person may speak at a time
evaluation apprehension
fear of what others will think of your ideas
team efficacy
the collective belief among team members in the team's capability to successfully
complete a task
psychological safety
A shared belief held by team members as to whether it is safe to trust each other
enough to take risks
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Brainstorming
a freewheeling, face-to-face meeting where team members aren't allowed to criticize but
are encouraged to speak freely, generate as many ideas as possible, and build on the
ideas of others
Brainwriting
a variation of brainstorming whereby participants write (rather than speak about) and
share their ideas
electronic brainstorming
A form of brain writing that relies on networked computers for submitting and sharing
creative ideas
nominal group technique
a variation of brainwriting consisting of three stages in which participants (1) silently and
independently document their ideas, (2) collectively describe these ideas to the other
team members without critique, and then (3) silently and independently evaluate the
ideas presented
