Chapter 7 and 8, refer to attached reading and answer the following questions using the concepts from the reading. 1. Related to decision-making pitfall of overconfidence is hubris. Many teams have members who have been successful in the past prior to joining the team. They operate on the notion that their recipe for success and their vast experience will translate into success in the new team endeavor. This is especially detrimental when that person is also a team leader and is placed in a position of power and influence. What are possible checking mechanisms from the standpoint of (1) the team and (2) the organization that will prevent hubris of successful team members from swaying group decisions? (75 words) 2. In Chapter 4, Thompson noted that time pressure is important in getting a team to work efficiently, since time pressure makes team members focus on the essentials and avoid the peripheral issues. However, one of the social determinants of escalation of commitment in teams is tunnel vision that can be caused by time pressure. When time pressure is mounting, team members make decisions on a whim and limited data, since they are narrowly focused. Furthermore, during unexpected team crises, tunnel vision may be in the works. What is the role of a team leader in times of (1) high time pressure and/or (2) crises in avoiding team members tunnel vision? (100 words) 3. One source of both relationship and task conflict is envy that exists between team members. Envy can be status-related (e.g., educational prestige), compensation-related, or performance-related. Oftentimes, high performers in teams are victimized because of their high ability (Kim & Glomb, 2010). In reality, not all teams are consisted of high-performers. How do you manage envy between team members that can be a cause for mutual harming among team members and potentially marginalized a high performer from the team? (100 words) 4. Competition between team members in cross-functional teams is detrimental to achieving a larger team goal. Some functions such as human resources are considered support functions and thus are implicitly and explicitly undervalued in cross-functional teams. How do you ensure that their opinions are voiced and taken seriously by the functions that are traditionally viewed as more strategic to the success of the organization? Furthermore, support function team members may feel a need to overcompensate, meaning they make an issue out of a minor point to gain a stronger footing in the team. As a team leader, how do you intervene to reduce such tension? (100 words) 5. It may come to a point where the accumulation of conflict and a history of poor conflict resolution between two team members have reached a point where Wageman and Donnenfelds conflict intervention model will not work. What is the next step? (100 words) 6. Reaction post: Choose one post from a classmate and respond to it. the post must address a substantial issue.
