• Teams are always the answer
• The key to team performance is cohesion
• The team leader is the primary determinant of team performance
• The best individual performers will create the highest performing team

• no individual expert exists (teams make better jugements then individuals
• when risk is desirable (teams better in stimulating innovation and creativity)
• Team create context where people feel valued and connected

• production output: outputs must meet or exceed standards set in context
• member satisfaction: members find belonging to be good experience professionally and personally
• capacity for continued cooperation: effective teams are not burned out after one project

• small size
• capable and complementary members
• shared purpose and performance objectives
• team development
• productive norms

• conflict resolution
• collaborative problem solving
• communication
• goal setting and performance management
• planning and task coordination

• forming
• storming
• norming
• performing

• define group roles
• determine real task of group
• determine acceptable behavior

high emotion and tension among members

hostility and infighting occur

outside demands including performance pressure may create conflict

group begins to come together as coordinated unit

precarious balancing of forces

motivated towards harmonious balance

sense of group togetherness may be more important than  working on tasks

emergence of mature, organized, well-functioning team

group able to deal with complex tasks and handle membership disagreements in creative ways

unwritten rules or standards of behavior that apply to team members and can be either:

prescriptive--dictating what should be done

or proscriptive-- dictating behaviors that should be avoided

diffusion of responsibility 

where members feel their personal responsibility is limited because others will step up

where some people do not work as hard in groups as they do individually

caused by lack of actual or perceived accountability

• power distance
• individualism vs collectivism
• achievement vs nurturing orientation
• uncertainty avoidance
• long-term vs short-term orientation

individualism: value individual achievement, freedom, and competition (USA)

collectivism: value group harmony, cohesiveness, consesus (Japan)

achievement: value assertiveness, performance, success, and competition and results (Japan & USA)

Nurturing: value quality of life, warm personal relationships, service and care for the weka (Netherlands, Sweden, Denmark)

low on uncertainty avoidance: easy going and comfortable with ambiguity and differences in beliefs (USA and Indonesia)

high on uncertainty avoidance: more rigid and intolerant of difference (Japan and France)

long term orientation: values including saving and persistence in achieving goals (Japan and Hong Kong)

short-term orientation: values concern for happiness or stability and living for the present (USA and France)

born between 1922-1943

"greatest generation"

strong work ethic values, conservative approach to business and intense organizational loyalty

born between mid-1940s and early 1960's

values quality of life and nonconformity also recognition and respect

born mid 1960's to 1980's

cynicism toward organizations, work-life balance, flexibility, and loyalty to relationships over the company

born early 1980's to 2000

believe workplace is more than a place to make money, to expres oneself and often socialize

team discuss and agree upon something:  

for social loafing: the consequences for members who do not pull their own weight

starting with a defined problem and then generating alternatives to solve it

emphasizes speed, accuracy, and logic and focuses on accumlating info, recognizing familiar and reapplying set techniques