Chapter 10: Teams and Team Building: How to Work Effectively with Others
A small group (ideally 6 to 10 individuals) whose members share a common purpose, hold themselves individually and collectively responsible for goals, and have complementary skills and agreed-on processes for working together.
A leader who tends to make decisions without input from others.
A leader who seeks input and then either makes a decision or engages the group in collective decision making.
A leader who remains at a distance from the decision-making process, allowing the group to make decisions without leadership intervention.
Bruce Tuckman’s model of group development
A model of group development that includes five sequential stages: forming, storming, norming, performing, and adjourning.
The first stage of group development during which members start to get to know one another, are polite and friendly, avoid conflict, and seek common ground.
The second stage of group development, which is characterized by disagreements about how to work together, bids for power, and conflict with leaders.
The third stage of group development, when the group agrees common “rules” of behavior for members (group norms), who does what (group roles), and how best to work together.
Informal but powerful standards that guide group members’ behavior.
Shared expectations among members about who does what.
The fourth stage of group development, during which the group channels energy into task rather than into building relationships, resolving conflicts, or deciding how to work together.
The fifth stage of group development during which the group finishes its tasks and decides or is forced to dissolve membership.
Susan Wheelan’s integrated model of group development
A model of group development that shows how group progress through five sequential stages: dependency and inclusion, conflict and counter-dependence, trust and structure, productivity and work, and termination.
A system in which people are granted power, responsibility, and roles because of superior intellect, talent, and competencies.
Self-directed work teams
Teams in which there is no formally designated leader and members organize their own activities.
A team that performs beyond “all reasonable expectations,” as compared with other teams in similar situations.
“A collective pattern of defensive avoidance that leads people to adopt a singular view even when there is evidence to the contrary.”
Involves allowing or encouraging differences of opinions among team members in order to yield better group outcomes.
Involves aggression, personal attacks, or ways of expressing differences that undermine the group success.