Developing Management Skills, 8e (Whetten/Cameron) · Web viewExplanation: The team in the...

Developing Management Skills, 8e (Whetten/Cameron) Chapter 9 Building Effective Teams and Teamwork

1) From the metaphor comparing Canadian geese to work teams, we learn that effective teams do not always have the same leader.Answer: TRUEExplanation: When Canadian geese fly together, they take turns at the head of the formation, where flying is most strenuous. When that goose drops back in the formation, another goose takes its place. This means that the flying range of the flock is increased 71%.Diff: 2 Page Ref: 493Topic: Developing Teams and TeamworkSkill: Recall

2) The use of work teams has remained at consistent levels for approximately 30 years.Answer: FALSEExplanation: There has been an explosion in the use of work teams over the last decade.Diff: 1 Page Ref: 494Topic: The Advantages of TeamsSkill: Recall

3) Employee involvement in teams has had a positive impact on productivity, quality, and morale.Answer: TRUEExplanation: Other improved factors include competitiveness and profitability.Diff: 2 Page Ref: 496Topic: The Advantages of TeamsSkill: Recall

4) What you learn in the textbook about teams and teamwork is applicable only to employing organizations. It is not applicable to classroom activities or sports.Answer: FALSEExplanation: What is discussed in the textbook is applicable to team activity in most kinds of settings, although the chapter focuses mainly on teams and teamwork in employing organizations rather than in homes, classrooms, or in the world of sports.Diff: 1 Page Ref: 494Topic: The Advantages of TeamsSkill: Recall

5) To reach the fourth stage of the four stages of team development labeled by Tuckman, a team must progress through the first three stages of development.Answer: TRUEExplanation: In order to be most effective and in order for team members to benefit most from team membership, teams must reach the fourth stage by progressing through the first three. Each separate stage is predominated by unique challenges and issues. Diff: 2 Page Ref: 498Topic: Team DevelopmentSkill: Recall

1Copyright © 2011 Pearson Education, Inc.

6) The task of the team in the forming stage is to clarify direction.Answer: TRUEExplanation: In this stage, the team members are an aggregation of individuals and are largely uncomfortable with the situation and lacking direction. Once direction is established, this shared sense of purpose gives the team something behind which to unify itself.Diff: 2 Page Ref: 498-499Topic: Team DevelopmentForming StageSkill: Recall

7) One of the crucial responsibilities of a team leader in the norming stage of team development is to help team members establish expectations.Answer: FALSEExplanation: This is one of the responsibilities of the team leader in the forming stage. In order to form norms, expectations must already be in effect.Diff: 1 Page Ref: 498Topic: Team DevelopmentForming StageSkill: Recall

8) Relationships should be formed during the forming stage of team building.Answer: TRUEExplanation: Though much of relationship building occurs during the norming stage, relationships are initially formed during the forming stage.Diff: 1 Page Ref: 499Topic: Team DevelopmentForming StageSkill: Recall

9) Once the team has developed a comfortable climate, the next stage is the performing stage.Answer: FALSEExplanation: The next stage after a comfortable climate is established in the norming stage would be the storming stage.Diff: 2 Page Ref: 501Topic: Team DevelopmentNorming StageSkill: Recall

10) You are involved with a team where members encourage relationship-building roles and team members take responsibility for providing feedback regarding performance. Your team is in the norming stage.Answer: TRUEExplanation: The main challenge during the norming stage is to create a cohesive unit or sense of team. This is best accomplished through relationship building and clarifying performance expectations. Diff: 2 Page Ref: 500Topic: Team DevelopmentNorming StageSkill: Recall


11) Groupthink is the ability of a team to bring people together thus increasing the amount of expertise available to solve a problem.Answer: FALSEExplanation: Groupthink occurs when the cohesiveness and inertia developed in a team drive out good decision making and problem solving. The preservation of the team takes precedence over accurate decisions or high-quality task accomplishment.Diff: 1 Page Ref: 500Topic: Team DevelopmentNorming StageSkill: Recall

12) As a leader of a team, skills on how to manage conflict would be extremely useful in the storming stage of team development.Answer: TRUEExplanation: During the storming stage, team roles begin to differentiate, which leads the team into a stage of potential conflict and counterdependence. Effective conflict management will help ensure that this differentiation stage id productive. Diff: 2 Page Ref: 501Topic: Team DevelopmentStorming StageSkill: Recall

13) One of the behaviors typically exhibited by team members in the storming stage is unconditional commitment to the team.Answer: FALSEExplanation: Conditional commitment begins to appear in this stage, dividing the team.Diff: 2 Page Ref: 502Topic: Team DevelopmentStorming StageSkill: Recall

14) Your manager remarks to you, "Once the team reaches the performing stage, there are no issues to resolve, no questions to answer."Answer: FALSEExplanation: The team in the performing stage is not, of course, free of challenges. The common issues that tend to dominate members of high-performing teams are How can we continuously improve? How can we foster creativity? How can we build on our core competence? How can we maintain a high level of energy in the team? Team members' questions in this stage change from being static to being dynamic.Diff: 2 Page Ref: 504Topic: Team DevelopmentPerforming StageSkill: Recall


15) A key objective in the performing stage is continuous improvement.Answer: TRUEExplanation: During the performing stage, team members' questions change from being static to being dynamic. As a result, continuous improvement replaces accomplishment as an objective. Diff: 2 Page Ref: 505Topic: Team DevelopmentPerforming StageSkill: Recall

16) The following behaviors are typically displayed by team members in the performing stage: mutual responsibility and concern for one another; an emphasis on ensuring that each team member is learning and developing; and providing assistance to one another.Answer: TRUEExplanation: These behaviors are all typically displayed by performing teams. Others include a high level of credibility and trust, increased efficiency, shared work roles, etc.Diff: 1 Page Ref: 504Topic: Team DevelopmentPerforming StageSkill: Recall

17) Two critical aspects of team leadership are developing credibility and influence among team members and establishing a motivating vision and goals for the team.Answer: TRUEExplanation: These two factors have emerged in the literature as critical factors in leading any kind of team. Multiple leadership styles can be effective, and no one style has particular advantages over others. Rather, it is the skills and capabilities of the leader, or the tools and techniques put into practice, that account for effective versus ineffective team performance. Credibility, influence, and a shared vision contribute to strong teams. Diff: 1 Page Ref: 506-507Topic: Leading TeamsSkill: Recall

18) As a team leader, the ability to express certainty about what you want is the single most important requirement for leadership effectiveness.Answer: FALSEExplanation: Kouzes and Posner (2002) identified credibility as the single most important requirement for leadership effectiveness.Diff: 2 Page Ref: 507Topic: Leading TeamsDeveloping CredibilitySkill: Recall


19) As a new team leader, Vanessa engages in frequent checking (asking questions of team members to determine levels of agreement, obstacles, dissatisfactions, and needs) with her team members. This is likely to result in enhancing her credibility.Answer: TRUEExplanation: This is the "share information" strategy for increasing leadership credibility. Being the source from which others acquire needed information builds credibility and influence. Diff: 3 Page Ref: 509Topic: Leading TeamsDeveloping CredibilitySkill: Recall

20) You should tell subordinates how to carry out a specific goal because it increases innovation and decreases the potential for suboptimization of resources.Answer: FALSEExplanation: You should never tell a subordinate how to carry out a specific goal because it decreases innovation and increases the potential for suboptimization of resources.Diff: 3 Page Ref: 510Topic: Leading TeamsEstablish Smart Goals and Everest GoalsSkill: Recall

21) An Everest goal represents an extraordinary achievement.Answer: TRUEExplanation: An Everest goal goes beyond normal goal setting. It represents ultimate achievement, an extraordinary accomplishment, or a beyond-the-norm outcome. An Everest goal is visionary, not tactical or strategic, and it leaves people better for having engaged in its pursuit. Diff: 1 Page Ref: 510Topic: Leading TeamsEstablish Smart Goals and Everest GoalsSkill: Recall

22) An example of a goal statement that is SMART is "Jenkins Corporation expects to achieve a 5% improvement in the on-time delivery of its computer components."Answer: FALSEExplanation: This goal fails to include deadlines or be time-bound.Diff: 3 Page Ref: 510Topic: Leading TeamsEstablish Smart Goals and Everest GoalsSkill: Application

23) Research indicates that team composition has as much influence on team effectiveness as the leadership skills displayed by a team leader.Answer: FALSEExplanation: Research indicates that leadership skills displayed by a team leader has more influence on a teams effectiveness than the team composition.Diff: 2 Page Ref: 512Topic: Leading TeamsInternational CaveatsSkill: Recall


24) Two key skills associated with team membership are playing advantageous roles and providing helpful feedback to build relationships with other team members.Answer: TRUEExplanation: Work teams face two challenges--accomplishing the assigned task and building unity and collaboration among members. These challenges are best accomplished when members of a team play specific roles (the most important skill). Additionally, team members will sometimes fail to meet expectations. Other members of the team must know how to effectively deliver feedback to correct the performance problem. (the second key skill).Diff: 1 Page Ref: 512-513, 517Topic: Team MembershipAdvantageous RolesSkill: Recall

25) Your manager comments, "Although it is nice to have some team members play relationship-building roles, these roles are not essential for the group to develop and be successful. The key is that a majority of team members play task-facilitating roles."Answer: FALSEExplanation: Team members should play both task-facilitating roles and relationship building roles, depending on the needs of the group. A majority of one type is not the key. Without both task-facilitating and relationship-building roles, teams struggle to perform effectively. Diff: 2 Page Ref: 515Topic: Team MembershipAdvantageous RolesSkill: Understanding

26) Gerald, one of your teammates, comments, "Can we all at least agree on point number 1, even if we disagree on the other three points?" Gerald's comment most closely relates to the task-facilitating role of reality testing.Answer: FALSEExplanation: Reality testing refers to an attempt to explore whether ideas presented are practical or workable. Gerald's comment most closely relates to the relationship-building role of consensus building.Diff: 3 Page Ref: 514Topic: Team MembershipAdvantageous RolesSkill: Recall

27) In team meetings, Wong has a habit of either straying from the topic under discussion or trying to change the topic of discussion. Wong is displaying the blocking role of deflection.Answer: TRUEExplanation: Deflection is displayed by not staying focused on the topic of the team’s discussion or making comments that deflect attention away from the main points.Diff: 3 Page Ref: 516Topic: Team MembershipAdvantageous RolesSkill: Recall


28) Providing negative feedback is easier if one focuses the feedback on behavior related to a specific situation.Answer: TRUEExplanation: Individuals can control and change their behavior. They cannot change their personalities or physical characteristics. This is why it is better to provide feedback based on behavior, rather than on personal characteristics.Diff: 1 Page Ref: 516Topic: Team MembershipProviding FeedbackSkill: Recall

29) "You are completely naive," is more effective feedback than "Your comments are not on the topic."Answer: FALSEExplanation: Focus feedback on observations rather than inferences and on descriptions rather than judgments. "You are completely naïve" is a judgment of another person. "Your comments are not on the topic" is an observation.Diff: 2 Page Ref: 516Topic: Team MembershipProviding FeedbackSkill: Evaluation

30) Some cultures, i.e., Japan, are more comfortable spending substantial amounts of time on relationship-building activities before moving toward task accomplishment.Answer: TRUEExplanation: Some cultures (like the United States) emphasize short-term time frames, while others emphasize long term future time frames. Because Japan focuses on longer time horizons, Japanese culture is more willing to invest in relationship building before moving to task accomplishment. Diff: 1 Page Ref: 517Topic: Team MembershipInternational CaveatsSkill: Recall


31) Effective teams (1) function so well they create their own magnetism, (2) are interested in others' success as well as their own, and (3) devalue members who don't work cohesively with the rest of the team. Which statements are correct?A) Only statements 1 and 3 are correct.B) Only statements 2 and 3 are correct.C) Only statements 1, 2, and 3 are correct.D) Only statements 1 and 2 are correct.Answer: DExplanation: A) Incorrect. Statement 1 is correct. When teams function effectively, team members desire to associate with that team because of the advantages they receive from membership. Statement 2 is correct. Members of effective teams have a high level of trust and are interested in the successes of others. Statement 3 is incorrect. In effective teams, members care for and nurture one another, even if the other members are not performing up to expectations. B) Incorrect. Statement 1 is correct. When teams function effectively, team members desire to associate with that team because of the advantages they receive from membership. Statement 2 is correct. Members of effective teams have a high level of trust and are interested in the successes of others. Statement 3 is incorrect. In effective teams, members care for and nurture one another, even if the other members are not performing up to expectations. C) Incorrect. Statement 1 is correct. When teams function effectively, team members desire to associate with that team because of the advantages they receive from membership. Statement 2 is correct. Members of effective teams have a high level of trust and are interested in the successes of others. Statement 3 is incorrect. In effective teams, members care for and nurture one another, even if the other members are not performing up to expectations. D) Correct. Statement 1 is correct. When teams function effectively, team members desire to associate with that team because of the advantages they receive from membership. Statement 2 is correct. Members of effective teams have a high level of trust and are interested in the successes of others. Statement 3 is incorrect. In effective teams, members care for and nurture one another, even if the other members are not performing up to expectations. Diff: 2 Page Ref: 493Topic: Developing Teams and TeamworkSkill: Recall


32) Your boss has informed you that you will be the team leader and has asked you to design a motivational package that will reward and recognize individuals within the team. Is this a good idea?A) This is a good idea.B) This is not a good idea.C) There is not enough information to determine whether the idea is good or not.Answer: BExplanation: A) Incorrect. Just because a group of talented individuals gets together does not mean that they will form an effective team. The research has identified a set of common inhibitors to team performance, one of which is rewarding individuals instead of the team as a whole. It undermines cohesiveness and mutual trust of team members. B) Correct. Just because a group of talented individuals gets together does not mean that they will form an effective team. The research has identified a set of common inhibitors to team performance, one of which is rewarding individuals instead of the team as a whole. It undermines cohesiveness and mutual trust of team members. C) Incorrect. Just because a group of talented individuals gets together does not mean that they will form an effective team. The research has identified a set of common inhibitors to team performance, one of which is rewarding individuals instead of the team as a whole. It undermines cohesiveness and mutual trust of team members. Diff: 2 Page Ref: 495Topic: The Advantages of TeamsSkill: Application

33) You have just returned from a seminar on teams. Your employees perform routine, highly structured work (painting the eyes on Barbie dolls). Is this situation well suited for teams?A) Any situation can benefit from a team structure.B) The situation is not well suited for teams.C) There is not enough information.Answer: AExplanation: A) Correct. There are no circumstances under which a team structure does not make sense. The power of the team is so great that it is often wise to violate common sense and force a team structure on almost anything. B) Incorrect. There are no circumstances under which a team structure does not make sense. The power of the team is so great that it is often wise to violate common sense and force a team structure on almost anything. C) Incorrect. There are no circumstances under which a team structure does not make sense. The power of the team is so great that it is often wise to violate common sense and force a team structure on almost anything. Diff: 3 Page Ref: 495Topic: The Advantages of TeamsSkill: Understanding


34) What was the most reported organizational result of teamwork according to a study completed by Mohrman and Ledford (1992)?A) Increased employee trust in managementB) Improved safety and healthC) Improved implementation of technologyD) Increased participatory management styleAnswer: DExplanation: A) Incorrect. Though 66 percent of organizations reported an increase in trust of management, about 78 percent indicated an improvement in participatory management.B) Incorrect. Though 48 percent of organizations reported an improvement in safety and health, about 78 percent indicated an improvement in participatory management.C) Incorrect. Though 60 percent reported an improvement in technology implementation, about 78 percent indicated an improvement in participatory management.D) Correct. About 78 percent indicated an improvement in participatory management (more than any other single factor).Diff: 2 Page Ref: 496Topic: The Advantages of TeamsSkill: Recall

35) Teams can (1) take too long to make a decision, (2) compromise on excellence in order to get agreement from everyone, and (3) demonstrate groupthink, which improves decisions made by the team. Which statements are correct?A) All three statements are correct.B) Only statements 1 and 2 are correct.C) Only statements 2 and 3 are correct.D) Only statements 1 and 3 are correct.Answer: BExplanation: A) Incorrect. Statement 1 is correct. Teamwork is often the slowest way to make a decision. Statement 2 is correct. If a team is not committed to a single mission and goal, it is possible to sacrifice excellence for efficiency or compromise. Statement 3 is incorrect. Groupthink, when it occurs, is detrimental to good decision making. B) Correct. Statement 1 is correct. Teamwork is often the slowest way to make a decision. Statement 2 is correct. If a team is not committed to a single mission and goal, it is possible to sacrifice excellence for efficiency or compromise. Statement 3 is incorrect. Groupthink, when it occurs, is detrimental to good decision making. C) Incorrect. Statement 1 is correct. Teamwork is often the slowest way to make a decision. Statement 2 is correct. If a team is not committed to a single mission and goal, it is possible to sacrifice excellence for efficiency or compromise. Statement 3 is incorrect. Groupthink, when it occurs, is detrimental to good decision making. D) Incorrect. Statement 1 is correct. Teamwork is often the slowest way to make a decision. Statement 2 is correct. If a team is not committed to a single mission and goal, it is possible to sacrifice excellence for efficiency or compromise. Statement 3 is incorrect. Groupthink, when it occurs, is detrimental to good decision making. Diff: 1 Page Ref: 495-496Topic: The Advantages of TeamsSkill: Recall


36) Relationships must be formed and trust established. Clarity of direction is needed from team leaders. Your team is at what stage?A) FormingB) NormingC) StormingD) PerformingAnswer: AExplanation: A) Correct. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Team leaders need to be clear about the direction the team should go.B) Incorrect. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are needed from team leaders.C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. Focusing on process improvement, recognizing team achievement, and fostering win/win relationships are needed from team leaders.D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.Diff: 1 Page Ref: 502Topic: Team DevelopmentSkill: Recall


37) Providing supportive feedback and fostering commitment to a vision are needed from team leaders. You are at what stage of team development?A) FormingB) NormingC) StormingD) PerformingAnswer: BExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Clarity of direction is needed from team leaders.B) Correct. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are needed from team leaders.C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. Focusing on process improvement, recognizing team achievement, and fostering win/win relationships are needed from team leaders.D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.Diff: 1 Page Ref: 502Topic: Team DevelopmentSkill: Recall


38) Sponsoring team members' ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders. You are at what stage of team development?A) FormingB) NormingC) StormingD) PerformingAnswer: DExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Clarity of direction is needed from team leaders.B) Incorrect. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are needed from team leaders.C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. Focusing on process improvement, recognizing team achievement, and fostering win/win relationships are needed from team leaders.D) Correct. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.Diff: 1 Page Ref: 502Topic: Team DevelopmentSkill: Recall


39) Focusing on process improvement, recognizing team achievement, and fostering win/win relationships are needed from team leaders. You are at what stage of team development?A) FormingB) NormingC) StormingD) PerformingAnswer: CExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Clarity of direction is needed from team leaders.B) Incorrect. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are needed from team leaders.C) Correct. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. Focusing on process improvement, recognizing team achievement, and fostering win/win relationships are needed from team leaders.D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.Diff: 1 Page Ref: 502Topic: Team DevelopmentSkill: Recall


40) You find yourself asking the following questions: What is expected of me? Who is going to lead? What is supposed to happen? You are at what stage of team development?A) Forming B) NormingC) StormingD) PerformingAnswer: AExplanation: A) Correct. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Clarity of direction is needed from team leaders.B) Incorrect. These questions have already been answered or are in process. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. Focusing on process improvement, recognizing team achievement, and fostering win/win relationships are needed from team leaders. Expectations are already set.D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders. Expectations are already set.Diff: 1 Page Ref: 499Topic: Team DevelopmentForming StageSkill: Understanding


41) Your best friend in another department remarks that the team members in her group are very self-consciousness. Also, she indicates that she has yet to speak up in the meetings. What stage is her group most likely at?A) FormingB) NormingC) StormingD) PerformingAnswer: AExplanation: A) Correct. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established.Meetings are characterized by shyness and quiet observation. B) Incorrect. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. The team has begun to enter a comfort zone (watch out for groupthink!)C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. People are likely to speak their mind, to be open and (brutally) honest with one another.D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. By this point in time, team meetings should be talkative and productive.Diff: 2 Page Ref: 499Topic: Team DevelopmentForming StageSkill: Understanding

42) You have just brought your team together. What should you do in this early stage of your team's development?A) Focus on the task accomplishment over helping members become comfortable with one anotherB) Focus on helping members become comfortable with one another regarding task accomplishmentC) Encourage open discussion and consensus decision makingD) Expect obedience to your directionsAnswer: BExplanation: A) Incorrect. Without strong relationships your productivity and turnover will suffer. Also, relationships are just as important as tasks (if not more).B) Correct. This focus on the relationship sets the stage for later norm-generation and performance. C) Incorrect. Open discussion and consensus decision making are desirable in future team development stages, but during the forming stage direction, clarity, and structure are needed instead.D) Incorrect. Obedience takes time and trust, which you have not yet had time to develop.Diff: 2 Page Ref: 498-501Topic: Team DevelopmentForming StageSkill: Application

43) This is your first meeting with your team. What should you do?


A) Challenge other team members' points of viewB) Articulate the future for the teamC) Begin to focus on task-facilitating roles and relationship-building rolesD) Make introductions to be certain everyone knows one anotherAnswer: DExplanation: A) Incorrect. This is part of the storming phase, not part of appropriate behavior during a first meeting.B) Incorrect. You should get to know your team (at least superficially) before articulating a future vision.C) Incorrect. Roles do not differentiate until the norming stage of team development.D) Correct. This decreases situational stress and encourages team members to be a bit more comfortable than they otherwise would.Diff: 3 Page Ref: 500Topic: Team DevelopmentForming StageSkill: Application

44) The phrase, "Do as I say, not as I do," will work for which stage of team development?A) FormingB) NormingC) StormingD) PerformingE) None of the answer choices are correct.Answer: EExplanation: A) During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Clarity of direction is needed from team leaders.B) During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are needed from team leaders.C) During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. Focusing on process improvement, recognizing team achievement, and fostering win/win relationships are needed from team leaders.D) During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.E) Correct. This is a hypocritical approach to team development and does not fit well with any of the team development stages.Diff: 3 Page Ref: 500-508Topic: Team DevelopmentForming StageSkill: Understanding


45) You find that you are asking yourself the following questions: "How can I show my support to others?" and "How can I fit in?" What stage of team development are you most likely at?A) Forming B) NormingC) StormingD) PerformingAnswer: BExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. You are not quite to the point where you are attempting to show support to others.B) Correct. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment, as well as figuring out one's own role in the team.C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. Team members are not primarily concerned with showing support for others. D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Diff: 1 Page Ref: 500Topic: Team DevelopmentNorming StageSkill: Recall


46) At what stage does the team, rather than the leader, take responsibility for solving problems, confronting and correcting mistakes, and ensuring success?A) FormingB) NormingC) StormingD) PerformingAnswer: BExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Clarity of direction is needed from team leaders, and leaders take primary responsibility for any problem solving.B) Correct. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. This enhanced commitment and unity means that team members begin to value team goals more than their own personal goals. At this same time, the team takes primary responsibility for solving problems and correcting mistakes. C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. The team has already taken primary responsibility for problem solving (during the norming stage of team development), though the team members may relax their loyalty to the team during the storming period.D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. The team has already taken primary responsibility for problem solving (during the norming stage of team development).Diff: 1 Page Ref: 500Topic: Team DevelopmentNorming StageSkill: Recall


47) At what stage would these behaviors be exhibited: ignoring disagreements, cooperativeness, and conformity to standards and expectations?A) FormingB) NormingC) StormingD) PerformingAnswer: BExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Standards and expectations have not yet been set.B) Correct. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Team members are likely to be cooperative and to ignore any disagreements for the sake of the team.C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. D) During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Team members do not ignore disagreements, but focus instead on using them productively.Diff: 2 Page Ref: 499-500Topic: Team DevelopmentNorming StageSkill: Recall

48) During what stage of team development is the main challenge to create a cohesive unit?A) FormingB) NormingC) StormingD) PerformingAnswer: BExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. B) Correct. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. The closeness of the team and continued proximity is what creates this potential for conflict.D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.Diff: 1 Page Ref: 499Topic: Team DevelopmentNorming StageSkill: Recall


49) At what stage would "groupthink" be a hindrance to teamwork?A) FormingB) NormingC) StormingD) PerformingAnswer: BExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. The team is not cohesive enough to suffer from groupthink at this point.B) Correct. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. This cohesiveness (when combined with inertia) can give rise to some groupthink symptoms. C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. This conflict, disagreement, and differentiation begins to counter any groupthink tendencies which would otherwise arise. D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. The team at this point is a well-oiled machine and has little, if any, tendency for groupthink symptoms. Diff: 2 Page Ref: 500Topic: Team DevelopmentNorming StageSkill: Recall


50) To avoid groupthink, (1) the team should have second-chance meetings, (2) the team should invite outside experts to listen to the rationale for the team's decision and critique it, and (3) the team leader should express an opinion at the outset of the meeting to save time. Which statements are correct?A) All three statements are correct.B) Only statements 1 and 2 are correct.C) Only statements 1 and 3 are correct.D) Only statements 2 and 3 are correct.E) Only statement 3 is correct.Answer: BExplanation: A) Incorrect. Statement 1 is correct. Second-chance meetings involve sleeping on the group's decision and revisiting it a day late. This helps bring a fresh perspective. Statement 2 is correct. Outside experts can see things that a cohesive group sometimes misses. Statement 3 is incorrect. Though it may save time to express an opinion at the outset of a meeting, the leader's opinion carries undue weight. Instead, the team leader should encourage open discussion of differing perspectives. B) Correct. Statement 1 is correct. Second-chance meetings involve sleeping on the group's decision and revisiting it a day late. This helps bring a fresh perspective. Statement 2 is correct. Outside experts can see things that a cohesive group sometimes misses. Statement 3 is incorrect. Though it may save time to express an opinion at the outset of a meeting, the leader's opinion carries undue weight. Instead, the team leader should encourage open discussion of differing perspectives. C) Incorrect. Statement 1 is correct. Second-chance meetings involve sleeping on the group's decision and revisiting it a day late. This helps bring a fresh perspective. Statement 2 is correct. Outside experts can see things that a cohesive group sometimes misses. Statement 3 is incorrect. Though it may save time to express an opinion at the outset of a meeting, the leader's opinion carries undue weight. Instead, the team leader should encourage open discussion of differing perspectives. D) Incorrect. Statement 1 is correct. Second-chance meetings involve sleeping on the group's decision and revisiting it a day late. This helps bring a fresh perspective. Statement 2 is correct. Outside experts can see things that a cohesive group sometimes misses. Statement 3 is incorrect. Though it may save time to express an opinion at the outset of a meeting, the leader's opinion carries undue weight. Instead, the team leader should encourage open discussion of differing perspectives. E) Incorrect. Statement 1 is correct. Second-chance meetings involve sleeping on the group's decision and revisiting it a day late. This helps bring a fresh perspective. Statement 2 is correct. Outside experts can see things that a cohesive group sometimes misses. Statement 3 is incorrect. Though it may save time to express an opinion at the outset of a meeting, the leader's opinion carries undue weight. Instead, the team leader should encourage open discussion of differing perspectives. Diff: 1 Page Ref: 501Topic: Team DevelopmentNorming StageSkill: Recall


51) Not wanting to make a serious judgment error, you convene a meeting of your team. In the process of discussing an issue, George, Barbara, and Dan voice agreement over alternative 1, whereas Bill and Morgan have not spoken. If you accept alternative 1, what potential mistake would you be making?A) Illusion of unanimityB) Direct pressureC) Illusion of invulnerabilityD) Illusion of moralityAnswer: AExplanation: A) Correct. Illusion of unanimity means that members conclude that the team has reached consensus based on the agreement of a few vocal members of the group and silence from the rest. B) Incorrect. During direct pressure, sanctions are imposed on members who explore undesirable viewpoints. You have not threatened or used sanctions to keep Bill and Morgan silent, but you are making a dangerous assumption. When members conclude that the team has reached consensus based on the agreement of a few vocal members of the group and silence from the rest, this is called the illusion of unanimity.C) Incorrect. This means that members feel assured that past success guarantees future results. When members conclude that the team has reached consensus based on the agreement of a few vocal members of the group and silence from the rest, this is called the illusion of unanimity.D) Incorrect. This means that members believe they, as moral individuals, are not likely to make wrong decisions. When members conclude that the team has reached consensus based on the agreement of a few vocal members of the group and silence from the rest, this is called the illusion of unanimity.Diff: 3 Page Ref: 500Topic: Team DevelopmentNorming StageSkill: Understanding


52) In your team's meeting with your prime client, you state, "We have been trying to get that data, both Arnie and I, since last October." Your manager, George, gives you a stern look like "Don't air our dirty laundry in public." You say very little after the stare. How you behaved in the remaining part of the meeting is an example of what type of groupthink attribute?A) Direct pressureB) Self-censorshipC) RationalizationD) Mind guardingAnswer: BExplanation: A) Incorrect. During direct pressure, sanctions are imposed on members who explore undesirable viewpoints. In this case, you imposed no sanctions on anyone else, you merely held back information.B) Correct. During self-censorship, members keep silent about misgivings and try to minimize doubts. You said little throughout the remainder of the meeting, which is indicative of self-censorship.C) Incorrect. During rationalization, member rationalize away threats to emerging consensus. Here, you have not rationalized away George's response. You have merely chosen not to respond.D) Incorrect. During mind guarding, members protect the team from being exposed to disturbing ideas. You are not protecting George from exposure to your thoughts and ideas. You are holding back your own misgivings.Diff: 3 Page Ref: 500Topic: Team DevelopmentNorming StageSkill: Understanding


53) In your team's meeting with your prime client, you state, "We have been trying to get that data, both Arnie and I, since last October." Your manager, George, gives you a stern look like "Don't air our dirty laundry in public." You say very little after the stare. How George behaved in the meeting is an example ofA) mind guarding.B) self-censorship.C) direct pressure.D) shared stereotypes.Answer: CExplanation: A) Incorrect. During mind guarding, members protect the team from being exposed to disturbing ideas. In this case, George is protecting disclosure of information to a client.B) Incorrect. During self-censorship, members keep silent about misgivings and try to minimize doubts. George did not censor his stern look. C) Correct. During direct pressure, sanctions are imposed on members who explore undesirable viewpoints. In this case, George's stern look acted as a sanction.D) Incorrect. During shared stereotypes, members dismiss disconfirming information by discrediting its source. Here, George did not call your statement (or your character) into question, but merely expressed disapproval in your disclosure. Diff: 3 Page Ref: 500Topic: Team DevelopmentNorming StageSkill: Understanding

54) Your boss remarks to you that proactive leadership can avoid a situation where team members question the legitimacy of the team's direction, the leader, and the roles of other team members. How should you respond?A) AgreeB) Disagreequestioning by team members about the direction of the team is a natural phase of development.C) There is not enough information to know how to respond.Answer: BExplanation: A) Incorrect. Even if it was possible to avoid team members' tough questions, it would not be desirable because it would likely stifle team development. One of the characteristics of the storming stage is that the norms and values of the team may be questioned. Rather than being stifled or resisted, effective teams encourage members to turn those challenges into constructive suggestions for improvement.B) Correct. One of the characteristics of the storming stage is that the norms and values of the team may be questioned. Rather than being stifled or resisted, effective teams encourage members to turn those challenges into constructive suggestions for improvement.C) Incorrect. One of the characteristics of the storming stage is that the norms and values of the team may be questioned. Rather than being stifled or resisted, effective teams encourage members to turn those challenges into constructive suggestions for improvement.Diff: 2 Page Ref: 501Topic: Team DevelopmentStorming StageSkill: Application

55) During which stage of team development do you find yourself asking these questions: Do I


want to maintain my membership in the team? How will we handle dissension?A) FormingB) NormingC) StormingD) PerformingAnswer: CExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Team members do not yet feel like members of the team, and therefore are not questioning their decision to maintain membership.B) Incorrect. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. They have not yet begun thinking about dissension and strife.C) Correct. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Common questions include: How will we handle dissension? Do I want to maintain my membership in the team? How can we make decisions amidst disagreement?D) Incorrect. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. There is typically neither great dissension nor a desire to leave the team.Diff: 1 Page Ref: 501Topic: Team DevelopmentStorming StageSkill: Recall

56) If your team's development was in the storming stage, which of the following behaviors would you most likely see?A) DependenceB) Coalitions being formedC) Conformity to standards and expectationsD) Unconditional commitment to the teamAnswer: BExplanation: A) Incorrect. Dependence is typical of the forming stage of team development.B) Correct. This occurs because team members begin to take sides on issues, to find that they are more compatible with some team members than others, and to align themselveswith certain points of view.C) Incorrect. Conformity is typical of the norming stage of team development. D) Incorrect. Unconditional commitment is typical of the performing stage of team development. Diff: 2 Page Ref: 502Topic: Team DevelopmentStorming StageSkill: Recall


57) Lately, as team leader, you find yourself spending time answering team members' inquiries into the way the work has been organized. What should you do?A) Encourage these inquiries to be turned into suggestions for improvementB) Encourage obedience to your (leader's) directionsC) Ignore these disagreementsD) Clarify goals, procedures, rules, and expectationsAnswer: AExplanation: A) Correct. One of the characteristics of the storming stage is that the norms and values of the team may be questioned. Rather than being stifled or resisted, effective teams encourage members to turn those challenges into constructive suggestions for improvement.B) Incorrect. Encouraging blind obedience may foster resentment and negative emotion in team members. During the storming stage it is sometimes common that the norms and values of the team may be questioned. Rather than being stifled or resisted, effective teams encourage members to turn those challenges into constructive suggestions for improvement.C) Incorrect. Ignoring disagreements does not make them go away. During the storming stage it is sometimes common that the norms and values of the team may be questioned. Rather than being stifled or resisted, effective teams encourage members to turn those challenges into constructive suggestions for improvement.D) Incorrect. Goals, procedures, rules, and expectations were solidified during the first two stages of team development. This is likely occurring during the storming stage, when it is sometimes common that the norms and values of the team are questioned. Rather than being stifled or resisted, effective teams encourage members to turn those challenges into constructive suggestions for improvement.Diff: 3 Page Ref: 502Topic: Team DevelopmentStorming StageSkill: Application


58) If you find yourself strenuously challenging others' point of view and identifying an external adversary for the team to enhance team cohesion and commitment, what stage of team development is your team exhibiting?A) FormingB) NormingC) StormingD) PerformingAnswer: CExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. The interpersonal relationships are still in their infancy, and there is little if any commitment to the team. There cannot yet be a common enemy.B) Incorrect. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. However, during the norming stage, team members are not yet to the point where they are willing to strenuously challenge others.C) Correct. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. One of the ways to manage this conflict is to identify an external adversary and channel the team members' complementarity of roles. D) During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders. This period is characterized neither by disagreement nor the need for commitment--the team has already arrived.Diff: 1 Page Ref: 502Topic: Team DevelopmentStorming StageSkill: Recall


59) Which did the Xerox Corporation do when it implemented hierarchial family teams?A) Guaranteed that the teams' past success would continueB) Worked to minimize doubtsC) Engaged team members in teaching othersD) Put teams together in a way that would decrease divisivenessAnswer: CExplanation: A) Incorrect. The hierarchical teams did not involve any predictions about continuation of success. The hierarchical teams were a unique approach to disseminating information in which each person was exposed to the same material four times. (Learn, Apply, Teach, Measure). This helped ensure that a common vision and common processes were implemented throughout the company. B) Incorrect. There is no evidence that the Xerox corporation attempted to minimize employee or shareholder doubts about the process. The hierarchical teams were a unique approach to disseminating information in which each person was exposed to the same material four times. (Learn, Apply, Teach, Measure). This helped ensure that a common vision and common processes were implemented throughout the company. C) Correct. The hierarchical teams did not involve any predictions about continuation of success. The hierarchical teams were a unique approach to disseminating information in which each person was exposed to the same material four times. (Learn, Apply, Teach, Measure). This helped ensure that a common vision and common processes were implemented throughout the company. D) Incorrect. Though decreasing divisiveness may have been one of Xerox's goals, it was not accomplished through a set way of organizing the teams. The decreased divisiveness resulted from the message and indoctrination. The hierarchical teams were a unique approach to disseminating information in which each person was exposed to the same material four times. (Learn, Apply, Teach, Measure). This helped ensure that a common vision and common processes were implemented throughout the company. Diff: 2 Page Ref: 503Topic: Team DevelopmentStorming StageSkill: Recall


60) If you find that you ask yourself this question, "How can we foster innovativeness and creativity?", what stage is your team most likely at?A) FormingB) NormingC) StormingD) PerformingAnswer: DExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. At this point the team is not ready to achieve innovation or creativity. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. B) Incorrect. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. At this point the team is not ready to achieve innovation or creativity. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. At this point the team is not ready to achieve innovation or creativity. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. D) Correct. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.Diff: 1 Page Ref: 505Topic: Team DevelopmentPerforming StageSkill: Recall


61) If the team works to build core competence and encourage creative problem solving, what stage of team development is the team at?A) FormingB) NormingC) StormingD) PerformingAnswer: DExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. B) Incorrect. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. D) Correct. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Diff: 2 Page Ref: 509Topic: Team DevelopmentPerforming StageSkill: Recall

62) Your team's approach is to involve everyone, to help people be generalists, and to share information openly. What is your team's approach?A) Self-censorshipB) Continuous improvementC) Mind guardingD) Direct pressureAnswer: BExplanation: A) Incorrect. Self-censorship is one attribute of groupthink characterized by members who minimize their doubts. B) Correct. Continuous improvement is one of the common attributes of high performing teams. All other answers are clearly wrong, as they refer to elements of groupthink.C) Incorrect. Mind guarding is one attribute of groupthink characterized by members who try to protect the team from being exposed to disturbing ideas. D) Incorrect. Direct pressure is one attribute of groupthink characterized by members who impose sanctions on others who explore deviant viewpoints. Diff: 2 Page Ref: 505Topic: Team DevelopmentPerforming StageSkill: Recall


63) High-performing teams in the performing stage of development emphasize (1) elevating the team's performance and (2) improvements that are large and dramatic. Which statements are correct?A) Both statements are correct.B) Only statement 1 is correct.C) Only statement 2 is correct.Answer: AExplanation: A) Correct. Both statements are true. Teams produce dramatic results ONLY if they have reached the performing stage of development. Also, during the performing stage, the team shifts its focus from performing adequately to performing at an extraordinary level. B) Incorrect. In addition to elevating the team's performance, high-performing teams emphasize large and dramatic improvements. Teams produce dramatic results ONLY if they have reached the performing stage of development. Also, during the performing stage, the team shifts its focus from performing adequately to performing at an extraordinary level.C) Incorrect. In addition to emphasizing large and dramatic improvements, high-performing teams emphasize elevating the team's performance. Teams produce dramatic results ONLY if they have reached the performing stage of development. Also, during the performing stage, the team shifts its focus from performing adequately to performing at an extraordinary level.Diff: 1 Page Ref: 505Topic: Team DevelopmentPerforming StageSkill: Recall


64) Which of the following would you most likely see in the performing stage of team development?A) Team members developing self-awarenessB) Team members improving the competence of other team membersC) Team leaders managing conflictD) Team leaders managing stressAnswer: BExplanation: A) Incorrect. Self-awareness is not associated with team development concepts. During the early stages of team development, they may gain greater insights about each other and the team, but not necessarily themselves. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.B) Correct. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.C) Incorrect. Managing conflict is most likely to occur during the storming stage. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders.D) Incorrect. Stress is not directly associated with team development concepts. During the storming stage of team development, situational, time, and encounter stressors may increase, but not during the performing stage. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering extraordinary performance are needed from the team leaders. Diff: 3 Page Ref: 503Topic: Team DevelopmentPerforming StageSkill: Recall


65) The behaviors a team leader exhibits in this stage are to foster innovation and continuous improvement simultaneously and to provide evaluation concerning how the team can improve performance. What stage is it?A) FormingB) NormingC) StormingD) PerformingAnswer: DExplanation: A) Incorrect. During forming, the team is faced with the need to become acquainted with its members, its purpose, and its boundaries. Relationships must be formed and trust established. Innovation does not occur until the performing stage of team building.B) Incorrect. During norming, the team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Innovation does not occur until the performing stage of team building.C) Incorrect. During storming, the team is faced with disagreements, counterdependence, and the need to manage conflict. Innovation does not occur until the performing stage of team building.D) Correct. During performing, the team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core competencies. Diff: 1 Page Ref: 505Topic: Team DevelopmentPerforming StageSkill: Recall

66) Which of the following behaviors is least likely to result in building credibility and influence among team members?A) Being flexible and open about what the team should achieveB) Demonstrating integrity by "walking the talk"C) Creating positive energy by being optimistic and complimentaryD) Sharing information that involves having knowledge about the tasks and the external environmentAnswer: AExplanation: A) Correct. A team leader or manager should be clear and consistent, rather than flexible and open, about the goals and aspirations of the organization.B) Incorrect. Integrity adds greatly to a manager's credibility. C) Incorrect. Positive energy adds to a manager's credibilityD) Incorrect. Sharing information brings a manager credibility. Diff: 2 Page Ref: 508Topic: Leading TeamsDeveloping CredibilitySkill: Recall


67) The following behaviors are key to building and maintaining credibility among team members: (1) Be clear and consistent, (2) Manage agreement and disagreement, (3) Encourage and coach, and (4) Provide training. Which statements are correct?A) All four statements are correct.B) Only statements 1, 2, and 4 are correct.C) Only statements 2, 3, and 4 are correct.D) Only statements 1 and 3 are correct.

E) Only statements 1, 2, and 3 are correct.Answer: EExplanation: A) Incorrect. Statement 1 is correct. Managers must be clear and consistent in order to be seen as credible. Statement 2 is correct. Managing agreement and disagreement will increase a manager's perceived credibility. Statement 3 is correct. A manager who encourages and coaches his employees helps others develop courage to tackle hard tasks. Statement 4 is incorrect. Training will have no positive correlation with your perceived credibility. B) Incorrect. Statement 1 is correct. Managers must be clear and consistent in order to be seen as credible. Statement 2 is correct. Managing agreement and disagreement will increase a manager's perceived credibility. Statement 3 is correct. A manager who encourages and coaches his employees helps others develop courage to tackle hard tasks. Statement 4 is incorrect. Training will have no positive correlation with your perceived credibility. C) Incorrect. Statement 1 is correct. Managers must be clear and consistent in order to be seen as credible. Statement 2 is correct. Managing agreement and disagreement will increase a manager's perceived credibility. Statement 3 is correct. A manager who encourages and coaches his employees helps others develop courage to tackle hard tasks. Statement 4 is incorrect. Training will have no positive correlation with your perceived credibility. D) Incorrect. Statement 1 is correct. Managers must be clear and consistent in order to be seen as credible. Statement 2 is correct. Managing agreement and disagreement will increase a manager's perceived credibility. Statement 3 is correct. A manager who encourages and coaches his employees helps others develop courage to tackle hard tasks. Statement 4 is incorrect. Training will have no positive correlation with your perceived credibility. E) Correct. Statement 1 is correct. Managers must be clear and consistent in order to be seen as credible. Statement 2 is correct. Managing agreement and disagreement will increase a manager's perceived credibility. Statement 3 is correct. A manager who encourages and coaches his employees helps others develop courage to tackle hard tasks. Statement 4 is incorrect. Training will have no positive correlation with your perceived credibility. Diff: 2 Page Ref: 508-509Topic: Leading TeamsDeveloping CredibilitySkill: Recall


68) As a team leader, Ginger's team has recently been assigned to develop a new product that is viewed as a risky assignment in her company. To build credibility, what is best for Ginger to do?A) Focus primarily on managing agreement and disagreement among her team members during this assignmentB) Express views with which her team members can agree, such as "We have a lot of diversity of opinion in our team regarding this assignment."C) Ask the human resources department to provide training that focuses on creative thinking to her team membersD) Provide her team members with statistics related to the number of new products that have succeededAnswer: BExplanation: A) Incorrect. Though managing agreement and disagreement is one effective approach to building team leader credibility, it is not the best or most effective one. B) Correct. This approach is called using commonality and reciprocity. Team members have a tendency to agree with you more if they have received something from you in advance, even if that is merely your agreement with their point of view.C) Incorrect. Asking HR to present ideas about your creativity would probably harm your credibility with your employees. D) Incorrect. Though sharing information is one effective approach to building team leader credibility, it is not the best or most effective one. Diff: 3 Page Ref: 508Topic: Leading TeamsDeveloping CredibilitySkill: Application


69) Which does an Everest goal require?A) A completion dateB) An easily measured standardC) An alignment to societal normsD) An understanding of your core values and purpose in lifeE) Only statements A, B, and C are correct.Answer: DExplanation: A) Incorrect. Because an Everest goal is a visionary goal, it is not necessary to have a completion date. The goal is a lifelong pursuit. Establishing Everest goals requires that you get in touch with your personal values, your core mission or purpose in life, and that which provides you profound meaning. Everest goals help you reach those ultimate aspirations.B) Incorrect. As long as an Everest goal provides a clear vision and goals, it is not necessary that progress be easily measurable. Establishing Everest goals requires that you get in touch with your personal values, your core mission or purpose in life, and that which provides you profound meaning. Everest goals help you reach those ultimate aspirations.C) Incorrect. Societal norms do not inform an individual's or organization's Everest goals. Establishing Everest goals requires that you get in touch with your personal values, your core mission or purpose in life, and that which provides you profound meaning. Everest goals help you reach those ultimate aspirations.D) Correct. Establishing Everest goals requires that you get in touch with your personal values, your core mission or purpose in life, and that which provides you profound meaning. Everest goals help you reach those ultimate aspirations.E) Incorrect. Only statement D is correct.Diff: 2 Page Ref: 511Topic: Leading TeamsEstablish Smart Goals and Everest GoalsSkill: Recall


70) Teddy Roosevelt once said, "There is no room in this country for hyphenated Americanism.... The one absolutely certain way of bringing this nation to ruin, of preventing all possibility of its continuing to be a nation at all, would be to permit it to become a tangle of squabbling nationalities." How does this statement compare to the criteria of an Everest goal?A) It has the necessary characteristics to be considered an Everest goal.B) It lacks specific objectives and is not interesting.C) It lacks interest.D) It lacks passion.Answer: AExplanation: A) Correct. This goal provides a clear vision and purpose statement for the nation, and achieving it would represent an extraordinary accomplishment. This goal is not merely a stretch target, but it possesses the ability to elevate human performance and accomplish something beautiful. B) Incorrect. Specificity is an attribute of SMART goals, but an aspirational Everest goal need not be specific. This goal provides a clear vision and purpose statement for the nation, and achieving it would represent an extraordinary accomplishment. This goal is not merely a stretch target, but it possesses the ability to elevate human performance and accomplish something beautiful. C) Incorrect. Interest is not a criterion of an Everest goal. This goal provides a clear vision and purpose statement for the nation, and achieving it would represent an extraordinary accomplishment. This goal is not merely a stretch target, but it possesses the ability to elevate human performance and accomplish something beautiful. D) Incorrect. This goal is passionate. This goal provides a clear vision and purpose statement for the nation, and achieving it would represent an extraordinary accomplishment. This goal is not merely a stretch target, but it possesses the ability to elevate human performance and accomplish something beautiful. Diff: 3 Page Ref: 511Topic: Leading TeamsEstablish Smart Goals and Everest GoalsSkill: Evaluation


71) Which is a good example of an Everest goal?A) One computer for each person throughout the worldB) Achieve a 5% improvement in on-time delivery of technology products by the end of the quarterC) Increase customer satisfaction by the end of the yearD) None of the statements are examples of an Everest goal.Answer: AExplanation: A) Correct. This goal will take significant dedication and a lot of luck to accomplish, and the world will be better off because the goal existed.B) Incorrect. This goal is a good example of a smart goal.C) Incorrect. This goal is poor. It is neither visionary (Everest) nor specific and measurable (SMART).D) Incorrect. The goal of one computer for each person throughout the world is a good example of an Everest goal. Diff: 1 Page Ref: 511Topic: Leading TeamsEstablish Smart Goals and Everest GoalsSkill: Recall

72) Which of the following characteristics is least likely to be reflected in a SMART goal?A) SpecificB) MeasurableC) AltruisticD) Realistic but stretchingE) Time-boundAnswer: CExplanation: A) Incorrect. The elements of SMART goals are: Specific, Measurable, Aligned, Realistic, and Time-bound. B) Incorrect. The elements of SMART goals are: Specific, Measurable, Aligned, Realistic, and Time-bound. C) Correct. The elements of SMART goals are: Specific, Measurable, Aligned, Realistic, and Time-bound. Altruism is not generally associated with SMART goals (though SMART would be an effective means to accomplish altruistic desires).D) Incorrect. The elements of SMART goals are: Specific, Measurable, Aligned, Realistic, and Time-bound. E) Incorrect. The elements of SMART goals are: Specific, Measurable, Aligned, Realistic, and Time-bound. Diff: 2 Page Ref: 510Topic: Leading TeamsEstablish Smart Goals and Everest GoalsSkill: Recall


73) Team members from which orientation are more likely to expect to be involved in the creation and articulation of goals?A) IndividualistB) CollectivistC) NeutralD) AffectiveAnswer: BExplanation: A) Incorrect. Team members from individualistic cultures are typically accustomed to receiving goals from a single leader.B) Correct. They will be less comfortable with the goals coming from a single leader, regardless of his or her credibility or influence. C) Incorrect. In relation to goals, team members from neutral countries may be less energized by goals filled with superlatives and passion. The neutral orientation does not speak to involvement in goal creation. D) Incorrect. In relation to goals, team members from affective countries may be more energized by goals filled with superlatives and passion. The neutral orientation does not speak to involvement in goal creation. Diff: 2 Page Ref: 512Topic: Leading TeamsInternational CaveatsSkill: Recall

74) A vision statement containing the following language, "We are all part of a journey to create an extraordinary corporation ... we want to be the catalyst for discovering new ways for people to do things," would be most appealing to team members from countries where which culture is predominate?A) DiffuseB) CollectivistC) NeutralD) AffectiveAnswer: DExplanation: A) Incorrect. This vision statement contains superlative and passionate language, which is characteristic of a predominantly affective culture. B) Incorrect. This vision statement contains superlative and passionate language, which is characteristic of a predominantly affective culture. C) Incorrect. This vision statement contains superlative and passionate language, which is characteristic of a predominantly affective culture. D) Correct. This vision statement contains superlative and passionate language, which is characteristic of a predominantly affective culture. Diff: 3 Page Ref: 512Topic: Leading TeamsInternational CaveatsSkill: Recall


75) What is the role called that helps the team accomplish its objectives?A) Task-facilitating roleB) Relationship-building roleC) Tension-relieving roleD) Census-building roleAnswer: AExplanation: A) Correct. This occurs through a focus on task achievement and improved performance. Examples of such roles include Direction giving, urging, monitoring, elaborating, and reality testing. B) Incorrect. The relationship-building role is focused primarily on the interpersonal aspects of the team.C) Incorrect. Tension-relieving is one function of a relationship-building role.D) Incorrect. Census building is not a term used in the text. This answer is similar to consensus building, which is one function of the relationship-building role. Diff: 1 Page Ref: 514Topic: Team MembershipAdvantageous RolesSkill: Recall

76) Jane builds on the ideas of others by providing examples and illustrations. What role is Jane playing?A) Elaborating roleB) Supportive roleC) Information-giving roleD) Energizing roleAnswer: AExplanation: A) Correct. The elaborating role facilitates task accomplishment by building on the ideas of others to create additional insights and knowledge.B) Incorrect. A supportive role focuses on improving interpersonal relationships by praising the ideas of others and showing friendliness. The elaborating role facilitates task accomplishment by building on the ideas of others to create additional insights and knowledge.C) Incorrect. Information giving is characterized by giving data, offering facts and judgments, and highlighting conclusions. The elaborating role facilitates task accomplishment by building on the ideas of others to create additional insights and knowledge.D) Incorrect. Energizing focuses on motivating others toward greater effort. The elaborating role facilitates task accomplishment by building on the ideas of others to create additional insights and knowledge.Diff: 2 Page Ref: 514Topic: Team MembershipAdvantageous RolesSkill: Understanding


77) Vince emphasizes the interpersonal aspects of the team. He focuses on assisting team members to feel good about one another. What type of role is Vince playing?A) Task-facilitating roleB) Relationship-building roleC) Forming roleD) Reality testing roleAnswer: BExplanation: A) Incorrect. Task facilitating roles focus on accomplishing things, not on improving interpersonal relationships.B) Correct. Interpersonal focus is typical of the relationship building role. C) Incorrect. Forming is one stage of team building, it is not an individual team role. D) Incorrect. Reality testing is one type of task facilitating role. Diff: 2 Page Ref: 514Topic: Team MembershipAdvantageous RolesSkill: Understanding

78) Barry is known to challenge unproductive behavior in team meetings by consistently trying to ensure his team members display proper behavior. What role is Barry playing?A) Task-facilitating roleB) Enforcing roleC) Confronting roleD) Monitoring roleAnswer: CExplanation: A) Incorrect. This focus on behavior is actually a relationship-building, rather than a task-facilitating role. Barry is playing the prototypical confronting role, which focuses on improving relationships by improving team members' behavior.B) Incorrect. Enforcing means helping to reinforce team rules, reinforcing standards, and maintaining agreed upon procedures. Barry is playing the prototypical confronting role, which focuses on improving relationships by improving team members' behavior.C) Correct. Barry is playing the prototypical confronting role, which focuses on improving relationships by improving team members' behavior.D) Incorrect. Monitoring means checking on progress, developing measures of success and helping to maintain accountability for results. Barry is playing the prototypical confronting role, which focuses on improving relationships by improving team members' behavior.Diff: 3 Page Ref: 514Topic: Team MembershipAdvantageous RolesSkill: Understanding


79) If a team member is in a blocking role, what is she doing?A) Helping the team achieve its goals by blocking out the obstacles for team successB) Inhibiting the team members from achieving the objectives of the teamC) Emphasizing the interpersonal aspects of the teamAnswer: BExplanation: A) Incorrect. Blocking roles do not help the team achieve success. They are unproductive roles which inhibit the team or its members from achieving what they could have achieved, and they destroy morale and cohesion.B) Correct. Blocking roles are unproductive roles which inhibit the team or its members from achieving what they could have achieved, and they destroy morale and cohesion.C) Incorrect. Emphasizing interpersonal aspects of the team is known as relationship building. Blocking roles are unproductive roles which inhibit the team or its members from achieving what they could have achieved, and they destroy morale and cohesion.Diff: 1 Page Ref: 515-516Topic: Team MembershipAdvantageous RolesSkill: Recall

80) In the past few weeks you notice that Tom has not said a word and has refused to interact with his teammates. What role is Tom playing?A) Task-facilitating role, more specifically, reality testingB) Relationship-building role, more specifically, processingC) Blocking role, more specifically, rejectingD) Blocking role, more specifically, resistingE) Blocking role, more specifically, remaining passiveAnswer: EExplanation: A) Incorrect. Reality testing roles ask questions to ensure that ideas presented are practical and workable. B) Incorrect. Processing is not a relationship-building role. Also, Tom does not appear to be focused on improving the relationship.C) Incorrect. Though Tom is performing a blocking role, it is the role of remaining passive, rather than the rejecting role. Rejecting discounts or rejects ideas based on the person who stated them rather than on their merits. In this case, Tom is not rejecting ideas, he is passively undermining team activities. This is the "remaining passive" blocking role. D) Incorrect. Though Tom is performing a blocking role, it is the role of remaining passive, rather than the resisting role. Resisting blocks all attempts to change, to improve, or to make progress. The resisting person is vocally disagreeable and negative about all suggestions from team members. In this case, Tom is not vocal, he is passively undermining team activities. This is the "remaining passive" blocking role. E) Correct. Tom is passively undermining team progress by refusing to participate. This is the "remaining passive" blocking role. Diff: 2 Page Ref: 516Topic: Team MembershipAdvantageous RolesSkill: Understanding


81) Which is an effective principle for providing feedback?A) Focusing feedback on persons rather than behavior pinpoints directly the problemB) Focusing feedback on inferences and judgments eliminates blocking behaviorC) Focusing feedback on the amount of information the recipient can use helps team membersD) Focusing feedback immediately is more important than looking for the appropriate timeAnswer: CExplanation: A) Incorrect. Feedback should focus on the specific behavior, rather than on the person. B) Incorrect. Feedback should focus on observations, rather than on inferences. C) Correct. This is because information overload causes people to stop listening. Not enough information leads to frustration and misunderstanding. D) Incorrect. Feedback should be given at an appropriate time and place, rather than immediately or at your convenience. Diff: 2 Page Ref: 517Topic: Team MembershipProviding FeedbackSkill: Recall

82) During a team meeting, Julie tells Eric that his behavior seems insensitive to the needs of the other members of the team. What kind of feedback is this and why?A) Good feedbackThis provides an emotional release for Julie.B) Poor feedbackJulie's action has focused on sharing ideas and information rather than the behavior.C) Poor feedbackJulie's action has focused on inferences and judgments rather than observations and descriptions.D) Good feedbackJulie's action has focused on the behavior rather than the person.E) Poor feedbackJulie's action has focused on observations and descriptions rather than inferences and judgments.Answer: CExplanation: A) Incorrect. Good feedback focuses on giving information that is valuable to the receiver, not merely that which provides an emotional release to the feedback giver.B) Incorrect. Good feedback focuses on sharing ideas and information.C) Correct. Julie does not provide the details of the behavior itself, only her judgment about its appropriateness.D) Incorrect. Julie does not provide the details of the behavior itself, only her judgment about its appropriateness.E) Incorrect. Good feedback DOES focus on observations rather than inferences.Diff: 3 Page Ref: 516-517Topic: Team MembershipProviding FeedbackSkill: Evaluation


83) Which statement is an example of providing good feedback to a team member?A) "You are incompetent."B) "You have finished fewer projects than anyone else on the team."C) "I don't like the way things are, so what are you going to do about it?"D) "Let me show you how to do it."Answer: BExplanation: A) Incorrect. This feedback is judgmental, rather than descriptive.B) Correct. This feedback is focused on specific behavior, and is focused on providing value to the receiver, rather than an emotional release to the speaker.C) Incorrect. This is an evaluation (instead of a description, followed by a challenge to solve a general (instead of specific) problem.D) Incorrect. Feedback should not give advice, but should instead share information and ideas. Diff: 2 Page Ref: 516Topic: Team MembershipProviding FeedbackSkill: Evaluation

84) Personal confrontations, emotional displays, and humor are more likely to be accepted in which cultures?A) Ascription versus achievementB) Universalism versus particularismC) Affective versus neutralD) Specificity versus diffusenessAnswer: CExplanation: A) Incorrect. Personal confrontations, emotional displays, and humor are going to be more accepted in cultures where emotion is freely expressed and accepted. This is called an affective culture. B) Incorrect. Personal confrontations, emotional displays, and humor are going to be more accepted in cultures where emotion is freely expressed and accepted. This is called an affective culture. C) Correct. Personal confrontations, emotional displays, and humor are going to be more accepted in cultures where emotion is freely expressed and accepted. This is called an affective culture. D) Incorrect. Personal confrontations, emotional displays, and humor are going to be more accepted in cultures where emotion is freely expressed and accepted. This is called an affective culture. Diff: 2 Page Ref: 517Topic: Team MembershipInternational CaveatsSkill: Recall


85) Explain the four stages of team development and the key interpersonal behaviors typically exhibited by team members in each stage.Answer: Forming stage: The key behaviors are silence, self-consciousness, dependence, and superficiality. Norming stage: The key behaviors are cooperativeness, conformity to standards and expectations, heightened interpersonal attraction, and ignoring disagreements. Storming stage: The key behaviors are coalitions or cliques being formed, competition among team members, disagreement with the leader, and challenging others' points of view. Performing stage: The key behaviors are high mutual trust, unconditional commitment to the team, mutual training and development, and entrepreneurship.Diff: 2 Page Ref: 498-506Topic: Team DevelopmentSkill: Recall

86) Explain the attributes associated with the development of groupthink. Next, provide suggestions to address or minimize the development of groupthink.Answer: Attributes associated with the development of groupthink include illusion of invulnerability, shared stereotypes, rationalization, illusion of morality, self-censorship, direct pressure, mind guarding, and illusion of unanimity. Suggestions to address or minimize the development of groupthink include assign at least one team member to perform the role of critic; team leader should avoid expressing an opinion at the outset of a meeting and encourage open discussion of differing perspectives; form multiple subgroups in the team to develop independent proposals; invite outside experts to listen to a team's decision and critique it; assign one team to play the role of devil's advocate; schedule a second-chance meetingallow the team to "sleep" on a decision and revisit it afresh the next day.Diff: 1 Page Ref: 500Topic: Team DevelopmentNorming StageSkill: Recall

87) Explain the two critical aspects related to effective team leadership. How might a leader develop these skills?Answer: The first skill is credibility, which involves establishing and maintaining influence among team members. Seven behaviors are key to building credibility: (1) Demonstrate integrity, (2) Be clear and consistent, (3) Create positive energy, (4) Use commonality and reciprocity, (5) Manage agreement and disagreement, (6) Encourage and coach, and (7) Share information. The second skill involves establishing motivating goals for the team. An Everest goal illuminates the core values and principles that will guide the team in the future. It gives a sense of direction by providing a glimpse of possibilities, not just probabilities. It serves as a glue to bind the team together. A motivating Everest goal has three characteristics: (1) It contains objectives and intended accomplishments as well as metaphors, colorful language, and emotion; (2) It should be interesting and energizing by contradicting weakly held assumptions and challenging the status quo; and (3) It should convey passion and key principles. Goals must also be "SMART"specific, measurable, aligned with team culture, realistic but stretching, and time-bound.Diff: 2 Page Ref: 506-509Topic: Leading TeamsSkill: Recall88) Explain briefly the task-facilitating roles that can enhance team performance.


Answer: Direction givingIdentify ways to proceed. Information seekingAsk questions, analyze knowledge gaps, request opinions. Information givingProvide data, offer facts, highlight conclusions. ElaboratingBuild on the ideas expressed by others by providing examples and illustrations. UrgingImplore team members to stay on task to achieve goals. MonitoringCheck on progress, develop measures of success, help maintain accountability for results. Process analyzingAnalyze processes and procedures used by team to improve efficiency and timeliness. Reality testingExplore whether ideas presented are practical or workable. EnforcingHelp to reinforce team rules and standards. SummarizingCombine ideas and sum up points made by team and help team to understand conclusions that have been reached. See Table 2 for additional information.Diff: 1 Page Ref: 513Topic: Team MembershipAdvantageous RolesSkill: Recall

89) Explain briefly the relationship-building roles that can enhance team performance.Answer: SupportingPraise ideas of others, show friendliness, and point out others' contributions. HarmonizingMediate differences between others, find common ground in disputes and conflicting points of view. Tension relievingUse jokes and humor to reduce tension and put others at ease. ConfrontingChallenge unproductive behaviors to help ensure proper behavior in team. EnergizingMotivate others toward greater effort and be enthusiastic. DevelopingAssist others to learn, grow, and achieve. Consensus buildingHelp build solidarity among team members and encourage agreement. EmpathizingReflect group feelings and express empathy and support for team members. See Table 3 for additional information.Diff: 1 Page Ref: 515Topic: Team MembershipAdvantageous RolesSkill: Recall

Mini-Case: The Student Group. You are a member of a student group. Your team members are Morgan, Patti, Jessie, and George. As Morgan looks at you she states, "I like your idea about a skit for our class presentation and believe ..." "A skit!!" yells George. "Are you kidding? This idea is as dumb as your last one." Looking at you, George continues, "look, if you want to be an actor go take drama, this is management!" "Look, George, we don't need that kind of attitude," Patti noted. "A skit," ponders Jessie, "well, do you think it is practical?"

90) Identify the role and type of role that each team member is playing in the case of the student group. Don't forget to include your role.Answer: You are playing a direction-giving role (task-building role). Morgan is playing an elaborating role (task-building role). Patti is playing a confronting role (relationship-building role). Jessie is playing a reality-testing role (task-building role). George is playing a rejecting role (blocking role).Diff: 3 Page Ref: 512-516Topic: Team MembershipAdvantageous RolesSkill: Analysis/Evaluation

91) Explain the principles that have been found to be effective in providing feedback to others.Answer: Focus feedback on the following: behavior rather than persons; observations rather


than inferences and on descriptions rather than judgments; behavior related to a specific situation, preferably to the here and now, rather than on abstract or past behavior; sharing ideas and information rather than giving advice; amount of information the recipient can use, rather than on the amount you might like to give; value it may have to the recipient, not on the emotional release it provides; and time and place so that personal data can be shared at appropriate times.Diff: 2 Page Ref: 516-517Topic: Team MembershipProviding FeedbackSkill: Recall

The Tallahassee Democrat's ELITE TeamKatzenbach and Smith (1993, pp. 67-72), as part of their extensive research on teams,

observed the formation of a team at the Tallahassee Democrat, the only major newspaper left in Tallahassee, Florida. Here is their description of how the team, which called itself "ELITE Team," performed over time. All incidents and names are factual. As you read the description, look for evidence of team development stages.

Fred Mott, general manager of the Democrat, recognized [the declining profitability and distribution of most major metropolitan newspapers] earlier than many of his counterparts. In part, Mott took his lead from Jim Batten, who made "customer obsession" the central theme of his corporate renewal effort shortly after he became Knight-Ridder's CEO. But the local marketplace also shaped Mott's thinking. The Democrat was Tallahassee's only newspaper and made money in spite of its customer service record. Mott believed, however, that further growth could never happen unless the paper learned to serve customers in ways "far superior to anything else in the marketplace." The ELITE Team story actually began with the formation of another team made up of Mott and his direct reports. The management group knew they could not hope to build a "customer obsession" across the mile-high barriers isolating production from circulation from advertising without first changing themselves. It had become all too common, they admitted, for them to engage in "power struggles and finger pointing."

Using regularly scheduled Monday morning meetings, Mott's group began to "get to know each other's strengths and weaknesses, bare their souls, and build a level of trust." Most important, they did so by focusing on real work they could do together. For example, early on they agreed to create a budget for the paper as a team instead of singly as function heads.

Over time, the change in behavior at the top began to be noticed. One of the women who later joined the ELITE Team, for example, observed that the sight of senior management holding their "Monday morning come-to-Jesus" meetings really made a difference to her and others. "I saw all this going on and I thought, 'What are they so happy about?"'

Eventually, as the team at the top got stronger and more confident, they forged a higher aspiration: to build customer focus and break down the barriers across the broad base of the paper....

A year after setting up the new [team], however, Mott was both frustrated and impatient. Neither the Advertising Customer Service department, a series of customer surveys, additional resources thrown against the problem in the interim, nor any number of top management exhortations had made any difference. Ad errors persisted, and sales reps still complained of insufficient time with customers. In fact, the new unit had turned into another organizational barrier.

Customer surveys showed that too many advertisers still found the Democrat unresponsive to their needs and too concerned with internal procedures and deadlines. People at


the paper also had evidence beyond surveys. In one instance, for example, a sloppily prepared ad arrived through a fax machine looking like a "rat had run across the page." Yet the ad passed through the hands of seven employees and probably would have found its way into print if it had not been literally unreadable! As someone commented, "It was not anyone's job to make sure it was right. If they felt it was simply their job to type or paste it up, they just passed it along." This particular fax, affectionately known as the "rat tracks fax," came to symbolize the essential challenge at the Democrat....

At the time, Mott was reading about Motorola's quality programs and the goal of zero defects. He decided to heed Dunlap's advice by creating a special team of workers charged with eliminating all errors in advertisements. Mott now admits he was skeptical that frontline people could become as cohesive a team as he and his direct reports. So he made Dunlap, his trusted confidante, the leader of the team that took on the name ELITE for "ELIminate The Errors."

A year later, Mott was a born-again believer in teams. Under ELITE's leadership, advertising accuracy, never before tracked at the paper, had risen sharply and stayed above 99 percent. Lost revenues from errors, previously as high as $10,000 a month, had dropped to near zero. Ad sales reps had complete confidence in the Advertising Customer Service department's capacity and desire to treat each ad as though the Democrat's existence were at stake. And surveys showed a huge positive swing in advertiser satisfaction. Mott considered all of this nothing less than a minor miracle.

The impact of ELITE, however, went beyond numbers. It completely redesigned the process by which the Democrat sells, creates, produces, and bills for advertisements. More important yet, it stimulated and nurtured the customer obsession and cross-functional cooperation required to make the new process work. In effect, this team of mostly frontline workers transformed an entire organization with respect to customer service.

ELITE had a lot going for it from the beginning. Mott gave the group a clear performance goal (eliminate errors) and a strong mix of skills (12 of the best people from all parts of the paper). He committed himself to follow through by promising, at the first meeting, that "whatever solution you come up with will be implemented." In addition, Jim Batten's customer obsession movement helped energize the task force.

But it took more than a good sendoff and an overarching corporate theme to make ELITE into a high-performance team. In this case, the personal commitments began to grow, unexpectedly, over the early months as the team grappled with its challenge. At first, the group spent more time pointing fingers at one another than coming to grips with advertising errors. Only when one of them produced the famous "rat tracks fax" and told the story behind it did the group start to admit that everyonenot everyone elsewas at fault. Then, recalls one member, "We had some pretty hard discussions. And there were tears in those meetings."The emotional response galvanized the group to the task at hand and to one another. And the closer it got, the more focused it became on the challenge. ELITE decided to look carefully at the entire process by which an ad was sold, created, printed, and billed. When it did, the team discovered patterns in the errors, most of which could be attributed to time pressures, bad communication, and poor attitude.


Commitment to one another drove ELITE to expand its aspirations continually. Having started with the charge to eliminate errors, ELITE moved on to break down functional barriers, then to redesigning the entire advertising process, then to refining new standards and measures for customer service, and, finally, to spreading its own brand of "customer obsession" across the entire Democrat..... Inspired by ELITE, for example, one production crew started coming to work at 4 A.M., to ease time pressures later in the day....

To this day, the spirit of ELITE lives on at the Democrat. "There is no beginning and no end," says Dunlap. "Every day we experience something we learn from." ELITE's spirit made everyone a winnerthe customers, the employees, management, and even Knight-Ridder's corporate leaders. CEO Jim Batten was so impressed that he agreed to pay for managers from other Knight-Ridder papers to visit the Democrat to learn from ELITE's experience. And, of course, the 12 people who committed themselves to one another and their paper had an impact and an experience none of them will ever forget.

92) What were the stages of development of the ELITE Team? Identify specific examples of each of the four stages of development in the case.Answer: Students should be able to identify the stages of development the ELITE Team went through (forming, norming, storming, performing). In addition, they should be able to identify specific actions that illustrate the stages (relationship forming, expectations, tears during storming, and increased performance during performing).Diff: 1 Page Ref: 498-501Topic: Team DevelopmentSkill: Evaluation

93) How do you explain the team's reaching a high-performance condition? What were the major predictive factors?Answer: The ELITE Team did a number of things that predict high performance, including specifying clear goals and making them known to all employees. Mott gave the team a vision and sense of purpose. The list in Table 9.5 of the chapter contains task-facilitating roles that the students should recognize in the case.

Also, the major predictive factors were (1) Good leadership. Mott articulated a vision for success and helped the team understand the mission of the organization. (2) Team membership played both task-facilitation roles and relationship-building roles. (3) Mott seemed to foster team development and high performance.Diff: 2 Page Ref: 509-511, 518Topic: Team DevelopmentSkill: Understanding/Analysis


94) Why didn't Mott's top management team reach a high level of performance? What was his team lacking? Why was the ELITE Team needed?Answer: The team was never able to overcome the norming stage. This is because it lacked a clear purpose (the goals were there, but vague) and never focused on the attributes listed in Table 9.3. The ELITE Team was needed to break the organization out of the norming rut and begin again, with clearer expectations and more discretion/empowerment. Once the original team got stuck in one phase of team development, it became entrenched there.Diff: 3 Page Ref: 504Topic: Team DevelopmentPerforming StageSkill: Application/Analysis

95) Make recommendations about what Mott should do now to capitalize on the ELITE Team experience. If you were to become a consultant to the Tallahassee Democrat, what advice would you give Mott about how he can capitalize on team building?Answer: In addition to the ELITE Team, feel free to form other cross-departmental teams with specific purposes, lots of discretion, and the resources to make improvements. Be sure to set high goals and encourage creative approaches to problem solving. Diff: 2 Page Ref: entire chapterTopic: Team DevelopmentSkill: Application/Analysis

96) What points to a high level of trust among the ELITE team members?Answer: Teams with a high level of trust are interested in each others' successes in addition to their own. When the team stopped the finger pointing and started accepting responsibility for errors, it began to transition from storming (where loyalties are divided) to performing (where commitment to the team and the organization is unquestioned).Diff: 1 Page Ref: 493-506Topic: Team DevelopmentPerforming StageSkill: Analysis/Evaluation

97) What points to the need for continuous improvement?Answer: The ELITE spirit lives on at the Democrat. Even though the specific purpose for the team has been accomplished, not a day goes by without learning something new and making some incremental improvement. This shows that the organization as a whole had adopted a performing attitude, where accomplishment is supplanted as a goal by incremental progress.Diff: 2 Page Ref: 505-506Topic: Team DevelopmentPerforming StageSkill: Understanding/Application


98) What was the ELITE Team's core competence? What supports your conclusion?Answer: ELITE's core competence was in error identification and reduction, specifically with regard to advertising. This is shown by the initial task given the group and by the fact that it was able to reduce errors below 1%. However, outside of this core competence, the team had a contagious effect on performance.

(An alternative answer would be that the core competence would be modeling high performance, but the first answer more closely fits the definition of core competence.)Diff: 3 Page Ref: 504Topic: Team DevelopmentPerforming StageSkill: Analysis/Evaluation


Developing Management Skills, 8e (Whetten/Cameron) · Web viewExplanation: The team in the...

Documents

Transcript of Developing Management Skills, 8e (Whetten/Cameron) · Web viewExplanation: The team in the...