Developing Management Skills, Student Value Edition: Developing Management Skills - Ch. 9 Flashcards

1. Forming
2. Norming
3. Storming
4. Performing

The team is faced with the need to become acquainted with its members, its purpose, and its structure. Relationships must be formed and trust established. Clarity of direction is needed from team leaders.

The team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing collaboration. Providing supportive feedback and fostering commitment to a vision are needed from team leaders.

The team is faced with disagreements, counter-dependence, differing points of view, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. Focusing on process improvement, recognizing team achievement, and fostering win/win relationships are needed from team leaders.

The team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementations, and fostering extraordinary performance are needed from the team leaders.

1. Task-Facilitating Roles
2. Relationship-Building Roles

• Roles that help the team accomplish its outcomes or objectives.
• These roles give direction, seek and give information, elaborate, urge, monitor, analyze processes, test reality, enforce, and summarize.

Specific, Measurable, Aligned, Realistic, Time-Bound

The goal is clear and precise targets and standards are identified

The goal can be assessed and quantified. The extent to which the goal has been achieved is obvious

The goal is supportive and of consistent with the goal of the broader organization. People are not pursuing their own objectives independent of the team.

While being difficult and causing performance to stretch, the goal is not foolhardy or a fantasy.

An end point is identified so that goal achievement is not open-ended

1. positive deviance
2. profound meaning and purpose
3. affirmative bias
4. contribution
5. inherently energizing

Occurs when a group makes faulty decisions because group pressures lead to a deterioration of “mental efficiency, reality testing, and moral judgement.” Also ignores alternatives and takes irrational actions.

1. Illusion of invulnerability
2. Shared stereotypes
3. Rationalization
4. Illusion of Morality
5. Self-Censorship
6. Direct pressure
7. Mind guarding
8. Illusion of unanimity

Establishing competing groups working on the same problem, participation in groups by outsiders, assigning a role of critical evaluator in the group, and having groups made up of cross-functional participants