Sometimes, a primer contains a lot of details, as does this chapter. Sometimes those details stand out and at other times they are buried within the pages. That’s why I made note of these details in the study/lecture outline. Following some headings, I’ve included short notations in brackets. These alert you to search for those details.

To remember the details it is best to think in terms of scenarios, or questions that might be asked. Let’s take a look at the section dealing with social loafing In this section, you are provided with suggestions for minimizing social loafing. I recommend you cast yourself as a manager who is dealing with this issue or, someone who wants to create teams that are less likely to experience this problem. How would you go about minimizing the odds of this happening? Notice how many of the suggestions relate to material already covered in the previous chapters. The point is you can use this scenario-type device to remember many of the lists in this chapter.

My last point has to do with timing. The truth is that timing is an important factor in achieving success for nearly everything. This timing thing also applies to the section dealing with preventing or changing dysfunctional team norms. There are quite a few suggestions offered for changing those “bad” norms. Keep in mind that some of these only apply when the teams are in the process of being formed. The others are applicable in situations where the team has already been assembled. That means if you provide an answer that includes selecting people with appropriate values, you better make sure the team hasn’t already been assembled. Otherwise, your suggestion is moot, because of bad timing. It’s too late to give that kind of advice.