Quiz 6: Work Well in Teams

It is interesting to note that heart surgeons have higher death rates for similar procedures when performed in hospitals where they do more operations.

Synergy is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable.

An effective team is one that achieves high levels of task performance, member satisfaction, and team viability.

The member satisfaction criterion of team effectiveness means that members continue to work well together on an ongoing basis and look forward to working together again in the future.

During the norming stage of team development, coalitions or cliques may form as individuals compete to impose their preferences on the team and to achieve a desired status position.

In the norming stage of team development, holding the team together may become more important to some members than working on the team's tasks.

During the forming stage of the team development process, members begin to focus on one another's interpersonal styles.

The willingness of a team to disband when the job is done and to work well together in future responsibilities is an important long-run test of team success.

The social demands of a task involve the degree to which relationships, ego involvement, controversies over goals, and the like come into play.

Tasks that are complex in social demands require unique solutions and more information processing, whereas tasks that are complex in technical demands involve difficulties in reaching agreement on goals or methods for accomplishing them.

CEO and founder of Amazon.com, Jeff Bezos's simple rule when it comes to the size of a product development team is "No team should be larger than two pizzas can feed."

Homogeneous teams have members who are diverse in demography, experiences, lifestyles, and cultures, among other variables.

Social loafing occurs when a person's position within the group is equivalent in status to positions held outside of the group.

The status congruence dilemma is the tendency for diversity in groups to make working together more difficult, even though diversity itself expands the skills and perspectives available for problem solving.

Even though homogeneous teams may struggle in the short run to resolve issues, they are also likely to develop enhanced performance potential once things are worked out.

An essential criterion of a true team is that the team members feel collectively accountable for what they accomplish.

A general sense of purpose gives general direction to a team, and clearly identified performance objectives make that purpose more attainable.

Members of high-performance teams have the right mix of technical, problem-solving, decision-making, and interpersonal skills.

High-performance teams have strong core values that help the team members guide their attitudes and behaviors in directions consistent with the team's purpose.

Research finds that, in teams, male-dominated individual intelligence, as opposed to collective intelligence, provides a clear focus for solving problems and resolving conflicts.

Collective intelligence is a sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase team effectiveness.

Role negotiation is an effective way to deal with teamwork difficulties when they occur or to help prevent them from occurring in the first place.

The first step in the team-building process is data gathering and analysis.

The second step in the team-building process involves team members working together and planning for team improvements.

The last step in the team-building process involves team members working together to evaluate the results.

With all the personality issues involved, research finds that the team-building process is not very collaborative.

Problems regarding participation, goals, control, relationships, and processes are likely to occur in a new team or when new members join existing teams.

According to Schein, the tough battler is insecure, suffering uncertainties of intimacy and control.

In coping with the challenge of entering a team, tough battlers are those individuals who are frustrated by a lack of identity in the new group and who may act aggressively or reject authority.

In his studies of how people cope with the challenge of entering a team, Edgar Schein labeled individuals who act in a passive, reflective, and even single-minded manner while struggling with the fit between individual goals and group directions as disruptive entrants.

Research in social psychology suggests that the achievement of sustained high performance by groups requires that members' task needs and maintenance needs are met.

Maintenance activities directly contribute to the performance of important group tasks.

A norm is a set of expectations associated with a job or position on a team.

Role overload occurs when a person is uncertain about his or her role in a job or on a team.

Role conflict occurs when someone is unable to meet the expectations of others.

The roles of a group or team represent ideas or beliefs about how members are expected to behave.

The performance norm conveys expectations about how hard team members should work and what the team should accomplish.

The statement "On our team, people always try to work hard" is an example of the positive high-achievement norm.

The statement "People on this committee are good listeners and actively seek out the ideas and opinions of others" reinforces the negative support and helpfulness norm.

Cohesiveness of a group or team is the degree to which the group or team members are attracted to and motivated to remain a part of the group or team.

Team cohesiveness tends to be low when members are similar in age, attitudes, needs, and backgrounds.

Team cohesiveness tends to decrease when different teams are physically isolated from each other.

A key negative aspect of inter-team dynamics is that the members of each team may divert energies toward their mutual animosities rather than on the performance of important tasks.

A positive aspect of intergroup competition is that each group works harder, becomes more cohesive, and develops more loyalty and satisfaction.

Inter-team dynamics are relationships between groups cooperating and competing with one another.

In decision by unanimity, at least one-third of the team members agree totally on the course of action to be taken.

Teams will make decisions by consensus when discussion leads to one alternative being favored by most members and the others agreeing to support it.

To achieve group consensus, dissenting members should get the opportunity to feel that they have been able to speak and that their voices have been heard.

Teams will make decisions by majority rule when all team members agree totally on a course of action.

The potential advantages of group decision making by consensus and unanimity include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to make the final decision work.

The potential advantages of group decision making include social pressure to conform, minority domination, and time delays.

When groupthink occurs in highly cohesive groups, poor decisions may result from the members' unwillingness to criticize one another's ideas and suggestions, overemphasis on agreement, desire to hold the group together, underemphasis on critical discussion, and desire to avoid unpleasantries in the group.

Groupthink can be avoided by having the leader express his or her opinion for a particular course of action.

Which of the following is NOT a way team members and leaders help their teams achieve high performance? A) Putting personal talents to work B) Building disagreement so that the team gets multiple opinions C) Persuading others to cooperate D) Accepting suggestions E) Communicating ideas

When a team meets its performance goals regarding quantity, quality, and timeliness of work results, it achieves __________. A) task performance B) member satisfaction C) team viability D) team changeability E) team excellence

A team achieves __________ when its members are content with their team tasks, accomplishments, and interpersonal relationships. A) task performance B) member commitment C) member satisfaction D) team viability E) team changeability

A team achieves __________ when the members of a team work well together on an ongoing basis, and when a task is finished, they look forward to working together in future. A) member satisfaction B) team endurance C) team excellence D) team viability E) team changeability

__________ occurs when team members work together and accomplish more than they ever could by acting alone. A) An exchange B) An association C) Synergy D) Harmony E) A union

__________ occurs when people work less hard in teams than they would individually. A) Social inclusion B) Organizational shirking C) Individual loafing D) Organizational evading E) Social loafing

The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT when: A) a conservative decision is required. B) there is no clear expert for a particular task. C) problems are complex. D) diverse skills are required. E) a sharing of information is required.

Which of the following is an example of social facilitation? A) A team achieves more together than they would have individually. B) People work less hard in teams than they would individually. C) An athlete runs faster when running with other athletes than when running alone. D) A lack of preparedness motivates a novice, nervous speaker to perform better. E) People work together via computer networks.

If you are asked to describe the correct sequence of the stages of team development, which of these should you pick? A) Introduction, growth, settling in, maturation, and dismissal B) Start-up, growth, leveling off, settling in, and disbanding C) Forming, storming, norming, performing, and adjourning D) Launch, growth, leveling off, maturing, and decline E) Introduction, orientation, settling in, maturation, and decline

The five stages of team development include all of the following EXCEPT: A) the forming stage. B) the norming stage. C) the adjourning stage. D) the journeying stage. E) the storming stage.

In the __________ stage of team development, the primary concern is the initial entry of members to the team. A) forming B) storming C) norming D) performing E) adjourning

During which stage of team development does hostility and infighting occur in a team and the team typically experiences many changes? A) The forming stage B) The storming stage C) The norming stage D) The performing stage E) The adjourning stage

Which of the following statements regarding the storming stage of team development is INCORRECT? A) Hostility and infighting occur if the team is ineffective. B) The team typically experiences many changes, and coalitions or cliques may form. C) Members' expectations tend to be clarified, and attention shifts toward obstacles standing in the way of team goals. D) Individuals begin to understand one another's interpersonal styles. E) Efforts are made to find ways to accomplish team goals while satisfying individual needs.

During what stage of team development may a team member ask, "What can the group offer me? Can my needs be met at the same time that I contribute to the group?" A) Storming B) Forming C) Performing D) Adjourning E) Norming

Which of the following statements regarding the norming state of team development is FALSE? A) The turmoil of the preceding stage gives way to a precarious balancing of forces. B) Holding the team together may become more important to some members than working on the team's tasks. C) Minority viewpoints, deviations from group directions, and criticism are welcomed as members experience a preliminary sense of closeness. D) Team members experience a new sense of harmony. E) Some team members may mistakenly perceive this stage as one of ultimate maturity.

Which of the following statements about the performing stage of team development is INCORRECT? A) The team is able to deal with complex tasks and handle internal disagreements in creative ways. B) The team structure is unstable. C) Members are motivated by team goals and are generally satisfied. D) The primary team challenges are continued efforts to improve relationships and performance. E) Team members are able to adapt successfully as opportunities and demands change over time.

An immature group will have all of the following characteristics EXCEPT: A) dysfunctional decision-making methods. B) flexible operating procedures. C) unclear communications. D) independent authority relations. E) low acceptance of minority views.

The final stage in the team development process is known as the __________ stage. A) adjourning B) performing C) dismissal D) maturation E) disbanding

Which of the following is the correct equation to measure team effectiveness according to the input-process-output model? A) Team Effectiveness = Quality of Inputs × (Process Gains + Productivity) B) Team Effectiveness = Quality of Outputs + (Process Gains × Team Inputs) C) Team Effectiveness = Quality of Inputs × (Process Gains - Process Losses) D) Team Effectiveness = Quality of Outputs × (Process Gains + Process Losses) E) Team Effectiveness = Quality of Outputs + (Productivity - Process Losses)

Which of the following is NOT a key team input? A) The nature of the task B) Rewards and resources C) Team composition D) Member satisfaction E) Team size

The input-process-output model of team effectiveness suggests that team effectiveness is influenced by all of the following EXCEPT: A) inputs. B) processes. C) "right players in the right seats." D) "on the same bus, headed in the same direction." E) task performance.

Team performance is NOT in danger of suffering when: A) goals are unclear. B) rewards are too focused on individual-level accomplishments. C) resources are inefficient to accomplish the task. D) goals are easy to achieve. E) goals are well designed.

The __________ demands of a team's task include the degree to which it is routine or not, the level of difficulty involved, and the nature of the information requirements. A) cognitive B) mechanical C) social D) technical E) psychological

Which demands of a team's task involve relationships, ego, controversies over goals, and the like? A) Cognitive demands B) Mechanical demands C) Social demands D) Technical demands E) Psychological demands

Tasks that are complex in __________ require unique solutions and more information processing than other tasks. A) cognitive demands B) mechanical demands C) social demands D) technical demands E) psychological demands

Which of the following statements accurately describes the impact of team member competencies on team performance? A) Talent alone can guarantee performance results. B) It is relatively easy to overcome the performance limitations imposed by insufficient skills and competencies for the task at hand. C) To achieve success, a team must have the right skills and competencies available for task performance. D) In homogeneous teams, members are very different and bring the needed diversity in skill sets to the team. E) The difficulties of heterogeneity are especially pronounced in the long run.

What is the ideal number of members to have in a team? A) One to two B) Two to four C) Four to five D) Five to seven E) Eight to ten

What is the advantage of an odd-numbered team in decision making? A) They facilitate debate rather than decisions by majority rule. B) They force members to confront disagreements. C) They help teams achieve consensus. D) They help rule out ties when voting is required. E) They facilitate decisions by minority rule.

Which type of teams have members who are very similar to one another? A) Homogeneous teams B) Heterogeneous teams C) Variant teams D) Variegated teams E) Conglomerate teams

The FIRO-B theory (FIRO = fundamental interpersonal relations orientation) examines differences in how people relate to one another based on their needs to express and receive feelings of __________. A) inclusion, control, and affection B) status, control, and affiliation C) power, achievement, and control D) affection, nurturance, and affiliation E) status, achievement, and power

The FIRO-B theory (FIRO = fundamental interpersonal relations orientation) suggests that teams whose members have __________ needs are likely to be more effective than teams whose members have __________ needs. A) compatible; incompatible B) incompatible; compatible C) diverse; similar D) technical; social E) social; technical

Which of the following statements provides an accurate description of homogeneous teams? A) Members are very similar to one another, and they typically find it quite easy to work together and enjoy the team experience. B) Members of homogeneous teams experience difficulty in building social relations and engaging in the interactions needed for teamwork. C) Homogeneity does not limit the team in terms of ideas, viewpoints, and creativity. D) Team members have diverse cultures and lifestyles. E) Members of homogeneous teams have different backgrounds and experience.

As a team gets larger, all of the following things tend to happen EXCEPT: A) communication problems often set in. B) coordination of the team members becomes more difficult. C) satisfaction of the team members dips. D) turnover and absenteeism decrease. E) social loafing increases.

The tendency for increasing diversity among team members to create difficulties even as it offers improved potential for problem solving is known as the __________. A) positive-negative dilemma B) enhancement-enactment dilemma C) upside-downside dilemma D) good news-bad news dilemma E) diversity-consensus dilemma

The shared intelligence that emerges when a group of people work together in a collaborative way is called: A) collective intelligence. B) emotional intelligence. C) reliability intelligence. D) generalized ability intelligence. E) diversity intelligence.

Which of these is NOT appropriate in creating a high-performing team? A) Communicating high-performance standards B) Having members spend time together C) Recruiting members with diverse skills D) Setting a clear and challenging direction E) Ensuring that new information is kept to a minimum to avoid information overload

Which of the following statements regarding characteristics of high-performance teams is INCORRECT? A) High-performance teams have strong core values. B) High-performance teams believe in team goals. C) High-performance teams have members who focus on individual effort and excellence. D) Members of high-performance teams have the right mix of skills. E) Members of high-performance teams feel collectively accountable.

Which of the following is true of teams with high collective intelligence? A) They are not dominated by one or a few members. B) They are not affected by values of members. C) They require high level of external supervisory attention. D) They have more members with technical skills rather than with interpersonal skills. E) They do not require a lot of individual talent.

Which of the following is a sequence of planned activities designed to gather and analyze data on the functioning of a team and to initiate changes designed to improve teamwork and increase team effectiveness? )))))a) Proxemics B) Team building C) Nominal group technique D) Collective intelligence E) Distributed leadership

Which of the following is the correct sequence of steps in team building? A) Establishing a team mission statement; team goal setting; data gathering and analysis; implementing team goals; and evaluation of results B) Planning for team effectiveness; data gathering and analysis; establishment of team goals and objectives; implementing team goals; and evaluation of results C) Establishing a team mission statement; team cohesiveness training; data gathering and analysis; actions to improve team functioning; and implementing team goals D) Planning for team effectiveness; team goal setting; implementing team goals and evaluation of results; and reassessment of team goals E) Problems or opportunity in team effectiveness; data gathering and analysis; planning for team improvements; actions to improve team functioning; and evaluation of results

__________ is the third step in the team-building process. A) Data gathering and analysis B) Problem or opportunity in team effectiveness C) Actions to improve team functioning D) Planning for team improvements E) Evaluation of results

__________ is NOT one of the problems that new group members worry about during the onboarding process. ())))))))))))))))a) Participation B) Goals C) Lack of originality D) Control E) Process

What are the three common behavior profiles of people who try to cope with onboarding problems in self-serving ways? A) Passive, aggressive, and regressive B) Focused, unfocused, and mid-focused C) Tough battler, friendly helper, and objective thinker D) Primal, emotional, and rational E) Thoughtful, aggressive, and modal

In the context of onboarding new members to a team, __________ are individuals who act in a passive, reflective, and even single-minded manner while struggling with the fit between individual goals and group directions. A) friendly helpers B) tough battlers C) objective thinkers D) amiable entrants E) thoughtful newcomers

In the context of effective teams, __________ are activities that directly contribute to the performance of a team. A) task needs B) assignment mandates C) directive activities D) responsibility activities E) maintenance activities

A team member contributes __________ leadership by encouraging the participation of others, trying to harmonize differences of opinion, praising the contributions of others, and agreeing to go along with a popular course of action. A) task B) functional C) transactional D) maintenance E) directive

All of the following statements about maintenance activities are true EXCEPT that: A) maintenance activities support the social and interpersonal relationships among group members. B) when maintenance leadership is poor, members become dissatisfied with one another. C) in an effective group, maintenance activities support the relationships needed for team members to work well together over time. D) when maintenance leadership is weak, the value of group membership may diminish. E) maintenance activities include initiating discussion, sharing information, asking information of others, clarifying something that has been said, and summarizing the status of a deliberation.

Disruptive behaviors that can harm group process include all of the following EXCEPT: A) being overly aggressive toward other members. B) recognizing others and giving them attention. C) withdrawing and refusing to cooperate with others. D) horsing around when there is work to be done. E) talking too much about irrelevant matters.

__________ occurs when a person's values and needs come into conflict with role expectations. A) Intra-sender role conflict B) Inter-sender role conflict C) Person-role conflict D) Inter-role conflict E) Task conflict

Which of the following is true of role ambiguity? A) It occurs when too much or too little work is expected of a team member. B) It promotes collective accountability in effective teams. C) It is less likely to be a challenge for people starting new jobs. D) It causes team members to waste their energy on unproductive tasks. E) It results from the conflict between work and family demands.

What occurs when too much work is expected of an individual and he or she feels overwhelmed? A) Role conflict B) Role indifference C) Role encumberment D) Role overload E) Role frustration

All of the following are part of four common forms of role conflict EXCEPT: A) intra-sender role conflict. B) extra-sender role conflict. C) inter-sender role conflict. D) person-role conflict. E) inter-role conflict.

What occurs when different people have conflicting and mutually exclusive expectations from a member? A) Person-role conflict B) Intra-sender role conflict C) Parallel role conflict D) Inter-role role conflict E) Inter-sender role conflict

__________ occurs when the expectations of two or more roles held by the same individual become incompatible, such as the conflict between work and family demands. A) Inter-role conflict B) Person-role conflict C) Correspondent role conflict D) Divergent role conflict E) Inter-sender role conflict

Which of the following statements about norms is INCORRECT? A) Norms help clarify the expectations associated with a person's membership in a group. B) Although important, norms are not considered to be rules or standards of conduct. C) Norms help members guide their own behavior. D) When someone violates a group norm, other members typically respond in ways that are aimed at enforcing the norm. E) Norms help members predict what others will do.

__________ is a process for discussing and agreeing upon what team members expect of one another. A) Role negotiation B) Role agreement C) Role overload D) Role expectation E) Role cooperation

Positive norms within groups can be established by doing all of the following EXCEPT: A) acting as a positive role model. B) reinforcing and rewarding desired behaviors. C) encouraging principled dissenters to join the group. D) selecting group members who can and will live up to norms. E) providing support and training for group members.

In the context of effective teams, which of the following is true of norms? A) They are usually established during the adjourning stage of team development. B) They are sets of expectations associated with a job or position on a team. C) They occur when people work less hard in a group than they would individually. D) They are decided by the management. E) They must be established in the early stages of team development.

Which of the following statements does the best job of reinforcing positive "ethics" norms? A) "In our department, people are always looking for better ways of doing things." B) "People on this committee are good listeners and actively seek out the ideas and opinions of others." C) "We try to make fair and just decisions, and we expect others to do the same." D) "On our team, people always try to work hard." E) "It is a tradition around here for people to stand up for the company when others criticize it unfairly."

Which of the following statements does the best job of reinforcing positive "organizational and personal pride" norms? A) "In our department, people are always looking for better ways of doing things." B) "People on this committee are good listeners and actively seek out the ideas and opinions of others." C) "Our company strives for both efficiency and effectiveness." D) "On our team, people always try to work hard." E) "It is a tradition around here for people to stand up for the company when others criticize it."

__________ refers to the tendency to reduce effort when working in groups. A) Social mooching B) Social management C) Social loafing D) Social contract E) Social engagement

In contrast to less cohesive groups, members of highly cohesive group members are: A) less likely to be energetic when working on group activities. B) less likely to follow groups norms. C) less likely to be absent. D) less likely to value their membership on the team. E) less likely to be sad about performance failures.

In the context of team cohesiveness and its effect on performance, the best-case situation for a team leader is when performance norms are __________ and team cohesiveness is __________. A) low; low B) positive; high C) negative; high D) negative; low E) positive; low

In the context of team cohesiveness and its effect on performance, the worst-case scenario from a manager's perspective occurs when performance norms are __________ and team cohesiveness is __________. A) high; high B) high; low C) negative; high D) negative; low E) positive; low

Which of the following techniques does NOT increase group or team cohesiveness? A) Getting agreement B) Increasing team diversity C) Making the team smaller D) Isolating the team from other teams E) Rewarding team results

The positive aspects of inter-team competition include all of the following outcomes EXCEPT that the members of each team are likely to: A) work harder. B) become more focused on key tasks. C) develop more internal loyalty and satisfaction. D) achieve a higher level of creativity in problem solving. E) spend time and energy on rivalries.

Organizations and their managers can discourage the negative aspects and encourage the positive aspects of inter-team dynamics by doing all of the following EXCEPT: A) refocusing the teams on a common enemy or a common goal. B) training members to work more cooperatively. C) promoting direct negotiations between teams. D) using win-lose reward systems. E) focusing reward distribution on how teams help one another.

When workspace architecture is studied as an influence on communication behavior, it is part of: A) cohesiveness. B) proxemics. C) virtual communication networks. D) team building. E) relationships.

In decisions made by __________, one idea after another is suggested without any discussion and the team finally accepts an idea without any critical evaluation. A) majority rule B) lack of response C) authority rule D) consensus E) minority rule

Decision by __________ is often made by providing a suggestion and then forcing quick agreement by challenging the group with such statements as "Does anyone object? No? Well, let's go ahead then." A) majority rule B) lack of response C) authority rule D) consensus E) minority rule

All of the following statements about majority rule are true EXCEPT: A) formal voting may take place or members may be polled to find the majority viewpoint. B) all group members will feel successful as a result of the majority rule. C) some people will feel like "winners" and others will feel like "losers" when the final vote is tallied. D) the very process of voting can create coalitions. E) voting can cause members to focus on winning rather than on what is best for the team.

In a decision made by consensus, team members: A) reach a unanimous decision. B) change their minds to reach a quick agreement. C) use voting, coin tossing, and bargaining to avoid conflict. D) try to involve everyone in the decision process. E) accept the decision without critical evaluation.

A group decision-making method in which all the team members wholeheartedly agree on a course of action is known as: A) consensus. B) unanimity. C) majority rule. D) minority rule. E) lack of response.

Which of the following should the members of a team do to improve team decision making? A) Let the smartest person in the group make most of the decisions. B) Ensure unanimity when making any decision so that everyone is fully committed. C) Take decisions spontaneously, without much discussion. D) Not limit themselves to just one decision-making method for all situations. E) Not encourage exchange of ideas to avoid multiple perspectives.

When groupthink occurs in highly cohesive groups, poor decisions may result from the members' tendencies to do all of the following EXCEPT: A) being unwilling to criticize one another's ideas and suggestions. B) underemphasizing agreement. C) desiring to hold the group together. D) underemphasizing critical discussion. E) seeking to avoid unpleasant circumstances.

Groupthink can be avoided by doing all of the following EXCEPT: A) assigning the role of critical evaluator to each group member. B) creating subgroups that each work on the same problem. C) inviting outside experts to observe and react to group processes. D) having the leader express his or her preference for a particular course of action. E) holding second-chance meetings after consensus is apparently achieved.

According to the text, historical decisions such as flawed U.S. decision making during the Vietnam War and the U.S. forces' lack of preparedness at Pearl Harbor before the United States entered World War II can be partially attributed to: A) the diversity-consensus dilemma. B) status congruence. C) role ambiguity. D) social loafing. E) groupthink.

A(n) __________ is a group of people brought together to use their complementary skill to achieve a common purpose for which they are collectively accountable.

__________ occurs when group members actively work together in ways such that all their respective skills are well utilized to achieve a common purpose.

In the context of effective teams, a team achieves __________ when the members of the team are sufficiently satisfied to continue working well together on an ongoing basis.

The creation of a whole that is greater than the sum of its parts is known as __________.

Max Ringelmann's findings that people may not work as hard in groups because their individual contributions are less noticeable in the group context are known as __________.

In the __________ stage of team development, members are interested in getting to know each other, discovering what is considered acceptable behavior, determining the real task of the group, and defining team rules.

The __________ stage of team development is a period of high emotionality and tension among the team members.

During the __________ stage of team development, coalitions or cliques may form as individuals compete to impose their preferences on the group and to achieve a desired status position.

The __________ stage of team development is the point at which the team really begins to come together as a coordinated unit.

The __________ stage of team development marks the emergence of a mature, organized, and well-functioning team.

The __________ stage of team development is the stage when a well-integrated team disband after its work is finished.

__________ teams have members who vary in age, gender, race, ethnicity, experience, and culture.

__________ occurs when a person's position within a team is equivalent in status to positions the individual holds outside of the team.

The __________ is the tendency for diversity among team members to make it harder for them to work together, even though the same diversity offers improved potential for problem solving.

The shared intelligence that emerges when a group of people work together in a collaborative way is known as __________.

In his studies on how people cope with the challenge of entering a team, Edgar Schein labeled individuals who show extraordinary support for others, behave in a dependent way, and seek alliances in subgroups or cliques as __________.

The achievement of sustained high performance by teams requires that both __________ needs and __________ needs be met.

__________ are activities that include initiating discussion, sharing information, asking information of others, clarifying something that has been said, and summarizing the status of a deliberation.

__________ are activities that support the team's social and interpersonal relationships among team members.

Behaviors that harm the team process such as talking too much about irrelevant matters are called __________.

__________ occurs when a person is uncertain about his or her role in a job or on a team.

__________ occurs when too little work is expected from a team member and he or she feels underutilized.

__________ occurs when the same person sends conflicting expectations.

The __________ of a team represent the rules or standards of team conduct.

The __________ conveys expectations about how hard group members should work and what they should accomplish.

The process for discussing and agreeing upon what team members expect of one another is known as __________.

The rule of __________ states that the greater the team cohesiveness, the greater the conformity of members to team norms.

__________ is the degree to which a group or team members are attracted to and motivated to remain a part of the group or team.

The attention to office design in building spaces conducive to communication needed by teams today is part of __________.

__________ is the process of choosing among alternative courses of action.

In decision by __________, when a group finally accepts an idea, all others' ideas have been bypassed and discarded by simple __________ rather than by critical evaluation.

In decisions made by __________, the chairperson, leader, or manager makes a decision for the team.

In decisions made by __________, two or three people dominate or railroad the majority into making a decision with which they agree.

In decisions made by __________, discussion among members leads to one alternative being favored by most members and the other members agree to support it.

__________ is the tendency of members in highly cohesive groups to lose their critical evaluative capabilities.

When President Kennedy chose to absent himself from strategy discussions by his cabinet during the Cuban Missile Crisis, he avoided the tendency for his cabinet members to figure out what he wanted and give it to him, thereby avoiding __________.

What is a team? Briefly discuss the three criteria a team must meet to be an effective team.

Describe the concept of social loafing. Why does social loafing occur? What can be done to avoid social loafing in the workplace?

Identify the five stages of team development and explain what happens at each stage.

What is the FIRO-B theory? What are its implications for teams?

Discuss the diversity-consensus dilemma.

Describe the characteristics of high-performance teams.

Describe the differences between role ambiguity, role overload, role underload, and role conflict.

What are norms? What is cohesiveness? How are norms and cohesiveness related?

What is groupthink? Why can groupthink be detrimental to effective group functioning?