Objective [1]

Describe the five stages of Tuckman’s theory of group development. The five stages in Tuckman’s theory are forming (the group comes together), storming (members test the limits and each other), norming (questions about authority and power are resolved as the group becomes more cohesive), performing (effective communication and cooperation help the group get things done), and adjourning (group members go their own way).

Objective [2]

Contrast roles and norms, and specify four reasons why norms are enforced in organizations. While roles are specific to the person’s position, norms are shared attitudes that differentiate appropriate from inappropriate behavior in a variety of situations. Norms evolve informally and are enforced because they help the group or organization survive, clarify behavioral expectations, help people avoid embarrassing situations, and clarify the group’s or organization’s central values.

Objective [3]

Explain how a work group becomes a team, and identify five teamwork competencies. A team is a mature group where leadership is shared, accountability is both individual and collective, the members have developed their own purpose, problem solving is a way of life, and effectiveness is measured by collective outcomes. Five teamwork competencies are (1) orients team to problem-solving situations; (2) organizes and manages team performance; (3) promotes a positive team environment; (4) facilitates and manages task conflict; and (5) appropriately promotes perspective.

Objective [4]

List at least four things managers can do to build trust. Six recommended ways to build trust are through communication, support, respect (especially delegation), fairness, predictability, and competence.

Objective [5]

Describe self-managed teams and virtual teams. Self-managed teams are groups of workers who are given administrative oversight for various chores normally performed by managers—such as planning, scheduling, monitoring, and staffing. They are typically cross-functional, meaning they are staffed with a mix of specialists from different areas. Self-managed teams vary widely in the autonomy or freedom they enjoy. A virtual team is a physically dispersed task group that conducts its business through modern information technology such as the Internet. Periodic and meaningful face-to-face contact seems to be crucial for virtual team members, especially during the early stages of group development.

Objective [6]

Describe groupthink, and identify at least four of its symptoms. Groupthink plagues cohesive in-groups that shortchange moral judgment while putting too much emphasis on unanimity. Symptoms of groupthink include invulnerability, inherent morality, rationalization, stereotyped views of opposition, self-censorship, illusion of unanimity, peer pressure, and mindguards. Critical evaluators, outside expertise, and devil’s advocates are among the preventive measures recommended by lrving Janis, who coined the term groupthink.