 | Term | Definition |
| |
group |
a collection of three or more individuals who perceive themselves as a group, posses a common fate, and communicate with one another over time to accomplish both personal and group goals |
| |
self-directed team |
eliminates the job of supervisory managers, and places all authority in the hands of the team; team hires, fires, and disciplines its own members, sets its own work goals, and completes jobs on its own |
| |
role |
an expectation about individual behavior patterns |
| |
managers |
guide members by explaining job requirements, setting performance criteria, and monitoring outur; provide compensaiton for successful work and punish failure |
| |
leaders |
able to specify issues of importance to members, rasie subordinates' awareness of these issues, define how the should be interpreted or percieved, and then motivate members to transcend individual self-interest for the sake of the team |
| |
task communication skills |
focus on accomplishing the team's performance goals |
| |
task leadership communication behaviors |
leaders should contribute ideas, seek ideas, evaluate ideas, seek idea evaluation, stimulate creativity |
| |
procedural leadership communication behavior |
goal setting, agenda making, clarifying, summarizing, verbalizing consensus |
| |
interpersonal leadership communication behavior |
regulate participation, climate making, resolve conflicts |
| |
goal setting behaviors |
establish short and long range objectives |
| |
verbalizing consensus |
findng areas on which members agree |
| |
labels |
catchy symbols that categorize or describe a thing or event |
| |
ritual |
an event of passage that takes place when a milestone is achieved |
| |
identification |
occurs when members' interests and goals overlap; praise for team accomplishments, espousing shared values, presumed "we", common enemy |
| |
agenda |
map of guidebook for the meeting |
| |
announcements |
brief info items that the entire group needs to hear |
| |
discussions |
allow members to share info or examine a problem from a variety of different angles |
| |
decision items |
require the group to reach a consensus on a topic |
| |
decision making agendas |
define the problem, develop criteria, list solutions, select a single solution, implement the solution |
| |
lateral thinking |
involves linking concepts that seem totally unrelated prior to the new idea |
| |
horizontal thinking |
aimed at developing and evaluating ideas once they are proposed |
| |
brainstorming |
emphasizes creativity and innovation, useful when unconventional solutions are required |
| |
nominal group technique |
equalizes participation among ad hoc group members who don't know one another and may be reluctant to speak |
| |
sens-ational thinking technique |
way for a team to improve a g/s and reposition it in the market by looking at it from the five senses |
| |
morphological analysis |
method that encourages members to think laterally by "forcing" together elements that seem completely unrelated |
| |
group decision support systems |
combine communication, computers, and discussion techqniues to aid group or decision making |
| |
groupthink |
occurs in teams that are so cohesive and lacking in confilct that members cease critical thinking, often leading to disastrous results |
| |
illusion of invulnerability |
members believe nothing bad can happen to them and that its decisions will always work out for the best |
| |
conflict style |
a person's orientation to conflict, which emphasizes strategies and tactics and ignore others |
| |
assertiveness |
degree to which the participant attempts to satisfy personal needs in the conflict |
| |
cooperativeness |
the degree to which the person attempts to satisfy other's concerns |
| |
competitive |
high assertiveness, low cooperativeness |
| |
avoidance |
low assertiveness, low cooperativeness |
| |
accommodating |
low assertiveness, high cooperativeness |
| |
compromising |
willing to give in on some demands in return for concessions from the other |
| |
problem solving |
high assertiveness, high cooperativeness |
| |
introduction phase |
team leader or mediator opens with a brief review of the agenda for resolving conflict |
| |
explanation phase |
each side of the conflict discusses the source of its disagreement |
| |
position |
defines what one person wants |
| |
interests |
needs, desires, fears, and concerns |
| |
clarifying phase |
leader or mediator develops a better understanding of each person's positions and interests |
| |
problem solving phase |
parties to the conflict develop a list of possible solutions using the brainstorming technique |
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