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| groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization. |
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| the knowledge and other resources available to people from a durable network that connects them to others. |
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| resources (including time and energy) expended toward team development and maintenance rather than the task. |
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| the principle that adding more people to a late software project only makes it later, also called the mythical man-month. |
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| the problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone |
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| the extent to which team members must share materials, information, or expertise in order to perform their jobs. |
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| a set of behaviors that people are expected to perform because of the positions they hold in a team and organization. |
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| a process that consists of formal activities intended to improve the development and functioning of a work team. |
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| the informal rules and shared expectations that groups establish to regulate the behavior of their members |
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| the degree of attraction people feel toward the team and their motivation to remain members |
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| positive expectations one person has toward another person in situations involving risk |
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| Self-Directed Teams (SDTs) |
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| cross-functional work groups that are organized around work processes, complete an entire piece of work requiring several interdependent tasks, and have substantial autonomy over the execution of those tasks. |
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| teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks. |
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| a time constraint in team decision making due to the procedural requirement that only one person may speak at a time. |
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| a decision-making problem that occurs when individuals are reluctant to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them |
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| the tendency of highly cohesive groups to value consensus at the price of decision quality |
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| the type of conflict that occurs when people focus their discussion on the issue while maintaining respect for people having other points of view |
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| 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 |
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| a recent form of brainstorming that relies on networked computers for submitting and sharing creative ideas |
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| a variation of brainstorming consisting of three stages: participants 1 silently and independently document their ideas, 2 collectively describe these ideas to other team members without critique and then 3 silently and independently evaluate the ideas presented |
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| All teams exist to fulfill some purpose, team members are held together by their interdependence and need for collaboration to achieve common goals, team members influence each other. |
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| Drive to bond, social identity, accomplish goals not achievable individually, emotional and informational support, |
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| Under the right conditions... |
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| teams make better decisions, develop better products and services, and create a more engaged workforce than do employees working alone |
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| a team is most effective when it benefits the organization, its members, and its own survival. the organizational and team environment represents all conditions beyond the team's boundaries that influence its effectiveness. |
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| occurs when an employee or work unit shares a common resource with others. |
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| Sequential Interdependence |
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| the output of one person becomes the direct input for another person or unit, assembly line. |
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| Reciprocal Interdependence |
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| work output is exchanged back and forth among individuals, produces the highest degree of interdependence |
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| Team Composition: The Five C's |
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Cooperation
Coordination
Communicating
Comforting
Conflict Resolving |
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| Stages of Team Development |
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Forming
Storming
Norming
Performing
Adjourning |
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| Three Foundations of Trust in Teams |
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1. Identification-based trust
2. Knowledge-based trust
3. Calculus-based trust |
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Differ from traditional teams by:
1. they are not usually colocated (do not work in the same physical area)
2. Due to their lack of colocation, members of virtual teams depend primarily on information technologies rather than face-to-face interaction to communicate and coordinate their work effort. |
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