Exam 9: Dealing With Team Problems

Take a position for or against the following statement: "There is really no such thing as productive conflict. Any benefits gained through conflict could have been achieved equally well in other, less destructive ways."

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Question 1

Correct Answer:

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This statement assumes that all conflict is "destructive." This is simply not true as conflict can also involve healthy dialogue and open exploration of issues. The key point is that no conflict and very high levels of conflict both produce dysfunctional effects on people and organizations. However, moderate levels of conflict are generally good for people and organizations, encouraging exploration of alternatives, bringing concerns out in the opening, serving to "let off steam," and avoiding unhealthy overconfidence and yea-saying.

Which of the following is not a potential benefit of conflict?

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Question 2

Correct Answer:

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Narratives are written or spoken accounts used by members to make sense of their experience and express their feelings and beliefs.

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(True/False)

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Question 3

Correct Answer:

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True

Identify four strategies to counter the team complacency seen in "zombie" teams.

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Question 4

Identify and discuss six practical guidelines for dealing with problem behaviors in teams.

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Question 5

Which of the following conflict styles may be appropriate when an issue is unimportant, you perceive no chance of satisfying your concerns, when potential disruption outweighs the benefit of resolution, and when others can resolve the conflict more effectively?

(Multiple Choice)

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Question 6

In the conflict process model presented in the text:

(Multiple Choice)

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Question 7

The conflict style in which the parties to conflict try to find a "win-win" solution is called the ___ style.

(Short Answer)

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Question 8

The ___ conflict style is mutually beneficial when a win-win solution is sought that fully satisfies the interest of both parties.

(Short Answer)

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Question 9

___ is the tendency to attribute praise or blame to people rather than situations. We tend to overpraise and over blame people when things go well or poorly.

(Short Answer)

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Question 10

Which of the following statements about the conflict process model presented in the text is false?

(Multiple Choice)

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Question 11

According to the groupthink model, moral dilemmas are an element of the provocative situational context that is an antecedent of concurrence-seeking tendency.

(True/False)

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Question 12

___ are deep-seated personal standards that influence our moral judgments, responses to others, and commitment to personal, team, and organizational goals.

(Short Answer)

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Question 13

Which of the following is not considered to be a defect in the groupthink model?

(Multiple Choice)

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Question 14

Provide four guidelines a team leader may use to revive "zombie teams."

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Question 15

One of the Team Scholars profiled in this chapter, Karen "Etty" Jehn, discussed three types of conflict. List them and briefly describe each.

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Question 16

Identify three types of rites and indicate the role of each:

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Question 17

A colleague says, ""I can understand how having a strong culture might help management. Still, words such as brainwashed and robot come to mind when I think of cultures where everyone is encouraged to think alike. That doesn't sound like a place I want to be."" What might you say to reassure your colleague?

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Question 18

Which of the following are relatively simple combinations of repetitive behaviors, often brief and carried out with much thought?

(Multiple Choice)

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Question 19

Your golfing partner, the CEO of a local manufacturing firm, says to you, ""I'm proud to say you won't see any conflict in our organization."" How might you respond?

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Question 20

Showing 1 - 20 of 43

Take a position for or against the following statement: "There is really no such thing as productive conflict. Any benefits gained through conflict could have been achieved equally well in other, less destructive ways."

Which of the following is not a potential benefit of conflict?

Narratives are written or spoken accounts used by members to make sense of their experience and express their feelings and beliefs.

Identify four strategies to counter the team complacency seen in "zombie" teams.

Identify and discuss six practical guidelines for dealing with problem behaviors in teams.

Which of the following conflict styles may be appropriate when an issue is unimportant, you perceive no chance of satisfying your concerns, when potential disruption outweighs the benefit of resolution, and when others can resolve the conflict more effectively?

In the conflict process model presented in the text:

The conflict style in which the parties to conflict try to find a "win-win" solution is called the ___ style.

The ___ conflict style is mutually beneficial when a win-win solution is sought that fully satisfies the interest of both parties.

___ is the tendency to attribute praise or blame to people rather than situations. We tend to overpraise and over blame people when things go well or poorly.

Which of the following statements about the conflict process model presented in the text is false?

According to the groupthink model, moral dilemmas are an element of the provocative situational context that is an antecedent of concurrence-seeking tendency.

___ are deep-seated personal standards that influence our moral judgments, responses to others, and commitment to personal, team, and organizational goals.

Which of the following is not considered to be a defect in the groupthink model?

Provide four guidelines a team leader may use to revive "zombie teams."

One of the Team Scholars profiled in this chapter, Karen "Etty" Jehn, discussed three types of conflict. List them and briefly describe each.

Identify three types of rites and indicate the role of each:

Which of the following are relatively simple combinations of repetitive behaviors, often brief and carried out with much thought?

Your golfing partner, the CEO of a local manufacturing firm, says to you, ""I'm proud to say you won't see any conflict in our organization."" How might you respond?

Teams: Opportunities and Challenges

Designing the Team System

Building and Developing the Team

Socializing, Building Trust, Training, Motivating, and Leading Teams Abstract

Managing Team Diversity

Fostering Effective Communication in Teams

Facilitating Team Processes

Managing Change in Teams

Teams: Evaluating Team Effectiveness

The New Teams: Virtual, Global, Connected, and Self-Managing

Designing and Implementing Team-Based Organizations

Teams Summary and Integration

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