Individual Paper Teamwork Management Term Paper Essay

4000-5000 words final report based on weekly journals on teamwork using key concepts from class, including: formal/ informal leadership , power & influences, goal-setting, motivation & decision making, team design & dynamics, team communications, conflicts, team abilities & personalities…

***All question's answer in journal should include this report! even I didn't answer. you can think by yourself, write down some positive thing. !!!
And write this report on the basis of Guide!
The goal of the individual written report is for you to personally describe and analyze the dynamics of your team throughout the class. To do this, you should reflect how your team handled the 3 stages of a team life (formation, storming+norming, performing). You should do this through an articulation of concepts and specific examples。or example, during the formation phase, what are the issues and challenges that you faced? Describe them and connect them to concepts such as openness, trust or conflict management.

Team Dynamics Julien Salanave - 2019 We can observe team dynamics through three dimensions: 1. Why is the team together from task to goal to outcome interdependence? 2. What do team members feel (attitudes), do (behaviors), think and know (cognitions)? 3. How do these attitudes, behaviors and cognitions evolve over the different temporal phases of a team? Why? Our natural tendency is to limit interdependence and allocate individual responsibilities. But our greatest achievements happen through collective endeavours. Teams navigate this tension by achieving varying degrees of interdependence in tasks, goals and outcomes which are very much shaped by external factors (e.g. the nature of the task to be accomplished, the reward system…). Task interdependence = to which extent are each member’s tasks dependent on other members tasks? Most frequent forms of task interdependence encountered 1. Pooled interdependence: each member completes a similar task independently of other members and the outputs are piled up 2. Sequential interdependence: tasks are conducted in sequential order with a degree of task specialization and dependency for each member 3. Reciprocal interdependence: tasks are conducted in parallel order with a degree of task specialization and dependency for each member Goal interdependence = to which extent are each member’s individual goals aligned to drive a cohesive team goal. Teams (like companies) may have a mission statement to explicit the team goal but this does not guarantee buy-in from members. For example, student teams could be expected to have the shared goal of maximizing their learning in a given class or achieve the best possible grade. However, students typically have individual goals that are surprisingly different. Some students might be more interested in “just getting by” with a passing grade because they already have secured their degree and job while others want to achieve the best grade to join a prestigious graduate school. Outcome interdependence: how are members linked to each other for feedback, rewards and overall outcome? A high degree of outcome interdependence exists when team members share in the rewards that the team earns. A low degree occurs when each member is evaluated or rewarded individually, regardless of the team outcome. What? Team dynamics manifest themselves in a variety of ways that can described in a systematic way through the Attitudes-Behaviors-Cognitions (ABC) framework (Salas et al, 2008) Description Key Manifestations Attitudes what team members feel? Openness, trust, cohesion, viability Behaviors what team members do? Communication, collaboration, conflict, decision making Cognitions what team members think or know? Transactive memory, shared mental models, information communication, knowledge exchange How? The third interesting dimension is to look at which various attitudes, behaviors and cognitions drive team performance at different stages of a team life. There are 3 main stages to a team life: 1. Formation 2. Task and role compilation (referred to as storming and norming in Tucker model) 3. Team compilation (referred to as performing in Tucker model) 1st stage: Formation Stage description Key drivers of team performance at this stage High ambiguity and uncertainty about team objectives and roles of individual members. Members focus on acquiring social knowledge and seeking out interpersonal information such as teammates skills and abilities, personalities and attitudes. This phase shapes the team orientation ( goals, culture and norms of the team) and each member’s level of acceptance of this orientation Members also learn the goals of their team and begin to strategize how these goals can be accomplished. Individual differences may contribute to resistance when it comes to working together with dissimilar others to achieve these common goals Openness: we naturally first relate to team members who are most similar to ourselves to reduce ambiguity yet a higher collective degree of members’ consideration of other members’ different ideas, actions and values and openness to new collective experiences will accelerate discovery of each member’s strengths and weaknesses and set the stage for mutual trust Trust (how accepting I am of someone else’s actions because I am confident it will benefit the team) will increase team risk-taking, enhance the level of collaboration and its effectiveness. Second stage: Storming + Norming / Task and role compilation Stage description Key drivers of team performance at this stage Focus shifts from acquiring social knowledge to task and role knowledge. Team members learn how to practice and apply their knowledge and skills within the context of the team. By combining their pools of knowledge and expertise, members develop a unified understanding of how to execute the teams goals The team will also determine each member’s roles beyond the actual tasks. Roles are usually team-task oriented (e.g. initiator, coordinator, devil’s advocate…) and team-building oriented (encourager, harmonizer, compromiser, follower…). There may also be individualistic roles (dominator, recognition-seeker, slacker…) Often characterized as a period of counter-dependency and conflict, members can find themselves disagreeing about team goals and proper procedure. Though conflict may arise, it is necessary for the development of trust and a more open climate, as members will be open to each other’s ideas, even if it means they might disagree with one another Information communication: how well are the tradeoffs between the degree of communication centralization, the complexity of the tasks and the satisfaction of team members managed? Transactive memory refers to how efficiently the specialized knowledge is distributed within the team. High transactive memory means each member is focused on his or her specialty and what he or she does best and knows exactly who to go to get information when there are gaps in their knowledge to produce synergistic results. Task and relationship conflict management: conflict avoidance is what we naturally aspire to but manageable levels of conflicts within teams are conducive of performance as they limit conformity. Best performing teams are able to efficiently handle a healthy dose of conflicts through collaborative solving techniques. Third stage: Performing / Team compilation Stage description Key drivers of team performance at this stage Focus shifts to optimizing the connections between team members to increase overall team performance. Members learn, adapt, and perform their roles due to the interdependence and role distribution amongst the team Cohesion: members developing emotional bonds to other members and the overall team will translate into higher motivation and commitment. Its main tradeoff is conformity (aka groupthink) that may lead to overconfidence and decision-making errors. Shared mental models help teams cope with difficult and changing task conditions and requirements. They facilitate each member’s adaptation and anticipation of how other will adapt.