Group Dynamics and Team Synergy

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Questions and Answers

What is a key characteristic of high-performing teams as described in the performing stage?

Team members act independently.

Team members prefer individual tasks.

Team members avoid collaboration.

Team members act interpedently. (correct)

What does the Apollo Syndrome refer to in team dynamics?

Teams create a clear decision-making process.

Teams that thrive on conflicting ideas.

Highly capable members work collaboratively without conflict.

Intelligent individuals may perform poorly due to indecision. (correct)

Which behavior is typical for teams suffering from Apollo Syndrome?

Efficiently resolving conflicts through collaboration.

Engaging in excessive time spent in abortive debate. (correct)

Focusing on group consensus quickly.

Reaching decisions with clarity and coherence.

What tends to be a difficulty for Apollo teams during decision-making?

Achieving coherence in decisions reached. Signup and view all the answers

What is one of the weaknesses of a team member characterized as a 'Plant'?

Ignoring essential details. Signup and view all the answers

Which of the following behaviors might indicate a team is struggling with decision-making?

Acting along individual lines without consideration for others. Signup and view all the answers

How do Apollo teams typically engage with differing opinions?

They actively try to persuade others to adopt their views. Signup and view all the answers

What can occur as a result of the behaviors exhibited in Apollo Syndrome?

Difficulty in arriving at a collective decision. Signup and view all the answers

What is classified as relationship conflict?

Interpersonal friction and personality clashes. Signup and view all the answers

In what scenario can conflict be considered useful?

When norms of openness are in place. Signup and view all the answers

According to research, how does disagreement in teams affect decision-making?

It can lead to better decisions when managed correctly. Signup and view all the answers

What is the primary characteristic of task conflict?

It involves disagreements regarding work tasks. Signup and view all the answers

What can a Devil’s Advocate do in a team setting?

Improve the quality of group decisions. Signup and view all the answers

Which of the following is NOT a condition under which conflict is beneficial?

A lack of openness in communication. Signup and view all the answers

What is one effect of constructive conflict on groupthink?

It can mitigate the risk of groupthink. Signup and view all the answers

Which statement accurately reflects the view of Mary Parker Follett on conflict?

Conflict can be seen as an opportunity for improvement. Signup and view all the answers

What happens during role underload?

Individuals feel underutilized and receive little expectations. Signup and view all the answers

How are group norms primarily established?

By ongoing discussions, habits, and critical events. Signup and view all the answers

What is the fundamental problem with larger teams?

Difficulty in finding time and meeting locations. Signup and view all the answers

Which behavior is NOT recommended to maintain team synergy?

Cooperating and supporting each other. Signup and view all the answers

What characterizes the storming stage of Tuckman’s Model?

Intragroup conflict and heightened emotions. Signup and view all the answers

Which of the following is a consequence of social loafing?

Reduced individual effort when working in groups. Signup and view all the answers

What is a potential outcome when group members act in cliques?

Division within the group and reduced overall effectiveness. Signup and view all the answers

What can be a result of role overload in a team setting?

Perceptions of inequity when workloads are unbalanced. Signup and view all the answers

What is a common weakness associated with the 'Coordinator' role in team dynamics?

Loses interest once initial enthusiasm has passed Signup and view all the answers

Which role is described as having the ability to inspire others effectively?

Shaper Signup and view all the answers

Which statement best defines the 'Completer Finisher' role?

Anxious and inclined to polish imperfections Signup and view all the answers

What is a notable characteristic of the 'Monitor Evaluator' role?

Can be overly critical in assessments Signup and view all the answers

Which role tends to avoid confrontation and is diplomatic in nature?

Worker Signup and view all the answers

What is a potential negative outcome of conflict in the workplace?

Disruption of team dynamics Signup and view all the answers

Which of the following is considered a strength of the 'Implementer' role?

Turns ideas into actionable plans Signup and view all the answers

How is the 'Shaper' role primarily characterized?

Thrive on challenges and drive outcomes Signup and view all the answers

What is a potential consequence of helping someone excessively?

It can lead to feelings of obligation. Signup and view all the answers

Which of the following best describes the concept of the Hawthorne effect?

Increased performance due to oversight from others. Signup and view all the answers

In the context of group dynamics, what does 'social loafing' refer to?

Reduced individual effort in a group due to others doing more. Signup and view all the answers

Which factor does NOT influence conformity according to group dynamics?

Group familiarity. Signup and view all the answers

What role does a 'blocking' individual typically play in group settings?

Obstructs and impedes group work. Signup and view all the answers

Which statement about conformity is accurate?

Conformity drops when there's a dissenting voice. Signup and view all the answers

What behavior is characteristic of someone in a 'distracting' role within a group?

Engaging in irrelevant behaviors. Signup and view all the answers

In what type of culture is conformity likely to be higher?

Collectivistic cultures. Signup and view all the answers

Study Notes

Group Norms

Acceptable standards of behavior within a group are known as norms.
Norms can be established through group discussion, habitual practices, critical events, and interactions/feedback.

Team Size

Jeff Bezos famously stated, "No team should be larger than two pizzas can feed." This suggests that optimal team size should be small enough to comfortably be fed by two pizzas.
Larger teams can lead to difficulties finding meeting times and locations, reduced member connectivity, difficulties in communication, capitalizing on individual talents, and ideation.
Large teams are also prone to forming cliques.

Team Synergy

Disruptive behaviors such as bullying, incivility, withdrawal, refusal to cooperate, excessive joking, using meetings for personal confession, irrelevant conversation, and attention-seeking can hinder team synergy.

Development Stages of Groups (Tuckman's Model)

Forming Stage: Polite conversation, getting to know team members, gathering information, uncertainty about goals and team purpose, possible anxiety or excitement. The leader takes the lead in providing direction.
Storming Stage: Intragroup conflict, heightened emotions, emergence of a leader is crucial. Differences surface, individuals may clash, and team members may challenge leadership.
Norming Stage: Group development, conflict resolution, appreciation of team members' differences.
Performing Stage: High performance, team members work interdependently.

Apollo Teams

These are teams comprised of highly capable individuals who may perform poorly due to their inability to make decisions and collaborate effectively.
Possible problems include: excessive debate, persuading others to adopt their own view, highlighting weaknesses in others' arguments, incoherent decision-making, and individual action without considering the contributions of others.

Team Roles

Plant: Creative, imaginative, problem solver, generates ideas, explores opportunities, and clarifies goals. However, they might be preoccupied, find it difficult to communicate effectively, and lose interest after initial enthusiasm.
Coordinator: Outgoing, communicative, matures, identifies talent, delegates effectively, clarifies goals. Potential weaknesses include over-optimism, losing interest, and being perceived as manipulative.
Shaper: Challenging, dynamic, thrives under pressure, driven, courageous. May be prone to provocation, offend feelings, and be overly aggressive.
Monitor Evaluator: Sober, strategic, discerning, provides accurate judgment, cooperative, diplomatic, listens and avoids friction. Potential weaknesses include lack of drive, inability to inspire others, and being overly critical.
Worker: Cooperative, perceptive, avoids confrontation, implements ideas, organizes work, practical, reliable, efficient. May struggle to be decisive, avoid confrontation, and be inflexible to new opportunities.
Implementer: Practical, reliable, efficient, turns ideas into action, organizes work. May be inflexible to new ideas and slow to respond to new possibilities.
Completer Finisher: Painstaking, conscientious, anxious, searches for errors, polishes and perfects work. Potential weaknesses include being reluctant to delegate and excessive worry.

Conflict

Conflict Management: Defining and addressing conflict effectively.
Negative Workplace Conflict Outcomes: Disruption, decreased productivity, reduced morale, increased stress, and strained relationships.
Positive Workplace Conflict Outcomes: Improved decision-making, innovation, creative problem-solving, and improved communication.
Two Types of Conflict:
Task Conflict: Disagreements regarding work tasks or procedures. Can improve performance under certain circumstances.
Relationship Conflict: Personal disagreements, interpersonal friction, personality clashes, communication style differences. Typically harmful to performance.

When Conflict Can Be Useful

Non-Routine Tasks: Conflict can be valuable when tasks are complex or require diverse information and expertise.
Information and Expertise Diversity: When a task requires diverse perspectives and information, conflict can spark creative problem-solving.
Norms of Openness: When a team culture fosters open communication and allows for disagreements without fear of retribution, conflict can be constructive.

Research Evidence for Conflict

Disagreements in Advance: Advanced disagreements help teams make better decisions.
Devil’s Advocate: The inclusion of a devil's advocate enhances group decision-making.
Uncorrelated Information: Providing uncorrelated or even negatively correlated information between team members can improve the information shared.
Constructive Conflict Mitigation of Groupthink: Constructive conflict can prevent the harmful groupthink phenomenon.

Generosity Burnout

How to Help: Focus on proactive help rather than reacting to constant requests. Batch requests to manage time and prevent exhaustion.
Whom to Help: Exercise caution in helping as it can lead to others taking advantage.

Dysfunctional Roles

Dominating – controlling group dynamics, imposing their opinions.
Blocking – resisting group work, negativity.
Attacking – belittling others, creating a hostile environment.
Distracting – irrelevant behaviors, diverting attention.

Hawthorne Effect

Change in performance due to the presence of others. Being observed increases accountability.

Social loafing refers to the tendency of individuals to exert less effort when working in a group compared to working alone.
Social facilitation occurs when individuals' performance improves in the presence of others.

Factors that Influence Conformity

Group Size: Conformity increases up to a certain point, typically up to four people.
Group Unanimity: Conformity drops significantly if there is a dissenter, even if the dissenter is incorrect.
Group Expertise: Individuals are more likely to conform when the majority is perceived as having expertise.
Collectivistic vs. Individualistic Norms: Conformity is higher in collectivistic cultures compared to individualistic cultures.

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Description

Explore the essential elements of team dynamics, including norms, optimal team size, and the impact of disruptive behaviors on synergy. This quiz covers Tuckman's model of group development stages, helping you understand how teams evolve and operate effectively.