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46 Cards in this Set
- Front
- Back
What is the Carmill Model? |
Cardona & Miller = Carmill distinguishes two cycles: constructive and destructive. Heart of constructive cycle is shared objectives (team mission). Heart of destructive cycle is individual or private objectives. Both cycles found in storming phase. |
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Why is the storming phase critical for the team? |
it's the moment of truth for the team since members need to commit to a specific decision. Must choose between shared objectives and individual objectives. Prioritize individual goals = destructive |
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what basic processes does the team's identity influence? |
trust building, communication, organization & collaboration |
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Carmill model and leadership |
Leader has to 1) watch for coalitions forming 2) keep order in the process & control emotional aspect of debates 3) stay focused on issues, not personalities or subgroups |
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Carmill: three types of leader |
transactional, transforming, transcendent |
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Carmill: transcendent leadership |
unites around extrinsic, intrinsic and transcendent objecKves – leading to structural cohesion |
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Carmill: structural cohesion |
the most powerful kind of cohesion relies on a deep awareness of one’s ability to contribute to a MISSION through the team experience – shared moKvaKon amongst teammates |
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Carmill: Transforming leader |
unites around extrinsic and intrinsic objectives – leading to emotional cohesion |
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Carmill: emotional cohesion |
a deeper kind of cohesion that relies on the emoKonal reward experienced through accomplishing INTRINSIC objectives like BONDING, esprit de corps, a learning community, or a shared sense of achievement |
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Carmill: transactional leader |
unites around extrinsic objectves – leading to instrumental cohesion |
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Carmill: instrumental cohesion |
the most fragile form of cohesion based on the desire to achieve expected EXTRINSIC rewards like a BONUS or a championship ring or a trophy |
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Carmill: What strategies can be used in order to avoid failure |
1) going back to storming when destructive cycles appear 2) moving forward to another challenge (restart) 3) face total failure to return to constructive action |
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Notes from Coach K to develop leaders/ strong teams |
*adjust leadership to who you have on your team *know ea team member's personality and make them use their strengths to lead others *Create an environment where people trust you by "playing the role" or "looking the part" * accentuate a team member's leadership role by asking for their opinion's first * build interpersonal connections * be a friend/ motivator to your star players |
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Coach K: how to deal with "derailers" |
*save them *counsel them individually *deal with it one-on-one |
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Gallo: recommendations for team leaders |
* disagreements within a team are healthy and can be beneficial for success * prevent a disagreement before it happens * gather your team and establish team norms (keeps team grounded & focused) * intervene early in disagreements, don't want it to fester ---> hurt feelings, resentment * set rules for moving forward * focus on new task * solution = compromise where both viewpoints are integrated * give ppl a break if they've been emotionally hurt * give ppl who feel "unimportant" an important task |
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Klau: recommendations for leaders |
*Leadership all about values: improving the human condition *Leadership and Service: contributing to a greater cause, brings people together *Service is at the heart of understanding leadership *Leaders must be guided by set of values that unite. (MLK and Kennedy) |
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Corkindale: recommendations for leaders |
* cultural awareness: know how to address people * read material * culture is at the root of our identity, so any perceived attacks strike at our personality ex: Tom american: direct calls people out in public Li asian: feels embarrassed being addressed like this. |
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Brett: Managing multicultural teams: Barriers |
* direct vs indirect communication * accents/ fluency- people get impatient, non-fluent people don't lead convo. * attitude toward hierarchy/authority- humble = you don't know what you're talking about * decision making- how quick? how much analysis? |
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Brett: Managing multicultural teams: Strategies |
* Adaption- acknowledge differences, assume responsibility. Confrontation is not personal. Fusion, use diff approaches to decision making * Structural intervention- reorganization to decrease interpersonal friction, make smaller working groups * Managerial intervention- used to set norms * Exit- last resort, no salvaging the situation |
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Stages of the Developmental Model of Intercultural Sensitivity |
Denial Defense Minimization Acceptance Adaption Integration |
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Intercultural sensitivity: denial |
Cultural difference only exists because others don’t know any better. I’m right and you are wrong |
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Intercultural sensitivity: defense |
Able to recognize cultural difference and deeply threatened by it. “Others are inferior.” |
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Intercultural sensitivity: minimization |
Differences are real but not significant… People here trivialize difference. |
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Intercultural sensitivity: acceptance |
Differences are real and significant. Not threatened - neutral and challenged by difference. |
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Intercultural sensitivity: Adaption |
Feeling positive about difference. Willing to change and empathize. Some integration of other culture. |
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Intercultural sensitivity: integration |
Certain aspects of the other culture become part of your identity. Able to empathize. |
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Pentland: dynamics that characterize increased performance on teams |
1) energy 2) creativity 3) shared commitment |
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Pentland: what is the most important indicator of a team's success along with intelligence, skill and substance of discussions? |
communication |
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Pentland: productivity is tied to a team's _________ and _________ outside of formal meetings |
energy & engagement |
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Pentland: Successful teams do these 5 things |
1) everyone talks/listens roughly equal 2) members face one another & gestures are energetic 3) members talk to one another 4) carry side convo. within team 5) periodically break, go outside team to bring info back |
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Pentland: ideal team player |
* circulates actively * engages ppl in short, high energy convo. * communicates w/ everyone equally * lets all team members contribute * comfortable approaching other people * listen as much/ more than talk * engaged with whoever they're listening to * spread ideas |
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Edmondson: teaming |
get work done while figuring out how to do it better. Situations that call for teaming are complex and uncertain, no 2 projects are alike |
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Edmondson: hardware of teaming |
1) Scoping: ID challenge, determine what expertise is needed, outline roles 2) Structuring: list team members & info, makes it easier for partners to coordinate & communicate 3) Sorting: prioritize tasks. Is the work pooled (ea person works on small segment of big project), sequential (req input from someone else), or reciprocal (back & forth) |
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Edmondson: software of teaming |
asks people to get comfortable with new way of working *emphasis on purpose: why does team exist? brings indiv. together * build psych. safety: create space where people are expected to speak up & disagree * embrace failure: learn from mistakes * put conflict to work: "is this the only way to see the situation?" |
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Siebdrat: Virtual team pros |
* heterogenous knowledge sources * utilization of cost advantages * access to diverse skills & experience * knowledge about diverse markets * "follow the sun" working |
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Siebdrat: Virtual team cons |
* language differences * cultural incompatibilities * difficulties establishing common ground * fewer synchronous face to face interactions * good teamwork more difficult to achieve |
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Siebdrat: what is the key to virtual teams? |
focus on task process socio-emotional strengths are important to boost effectiveness of the team with task processes |
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Siebdrat: work smoothly with a virtual boss |
* create virtual contact * est. rules of communication * set clear goals * get personal * be generous * agree to be candid * tap into technology |
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Meyer: upgrader vs downgrader |
upgrader: "totally unprofessional" downgrader: "sort of unprofessional" know your team/audience to solicit the response you want |
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Meyer: Specific vs Holistic cultures |
Specific: Americans, N europeans, anglo-saxons, give detailed, segmented info about what is expected Holistic: E. Asians, Taiwanese, Japanese, explain the big picture and how pieces slot together |
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Meyer: Culture map 8 scales |
1) communicating: low vs high context 2) evaluating: direct vs indirect (-) feedback 3) persuading: principles vs applications first 4) leading: hierarchal vs egalitarian 5) deciding: consensual vs top-down 6) trusting: task based vs relationship based 7) disagreeing: confrontational vs non-confront. 8) scheduling: linear time vs flexible |
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Meyer: Rules for handling multicultural situations |
* don't underestimate the challenge- develop new techniques * apply multiple perspectives- learn to look thru multiple lenses * find the positive in other approaches * adjust and readjust your position- tweak your own working style to better mesh with work partners |
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Connolly: Barriers that affect all women |
*exclusion from networks & conversations that open doors to further development and promotion * contributions of women are under-appreciated * being "tough" is not necessarily a good thing * assumption that women have small children, can't relocate * women tend to focus more on bringing people together & get things done rather than be in spotlight |
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Connolly: Supporting Diversity in Orgs: Practices that make the difference |
1) measure diversity & inclusion 2) hold managers accountable 3) support flexible work arrangements 4) recruit/promote drom diverse pools of candidates 5) provide leadership edu 6) sponsor employee resource groups/mentoring programs 7) offer quality role models 8) make the chief diversity officer position count |
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Connolly: why do CEOs want diverse team? |
* company needs benefits of diversity * personal values: they themselves have been an "outsider" and want to bring in heterogenous mix of ppl |
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Useem: four essential principles that emerged (Mt everest) |
* leaders should be led by the group's needs * inaction can sometimes be the most difficult-but wisest- action * if words don't stick, you haven't spoken * leading upwards can feel wrong when it's right |