· mashup,team
  1. Optimal team size is 5 to 10 people (what-is-the-optimal-team-size )
  2. Higher educated and cross functional team members boost innovation (how-demographic-diversity-impacts-teams
  3. The stronger the faultline, the greater teamwork could breaking down ( demographic-faultlines-be-very-careful )
  4. Start by mapping your teammates personality (personality-how-diversity-in-personality-impacts-teams )
  5. Choose openness, extroversion, agreeableness and conscientiousness as team values (values-based-diversity-in-teams-personnality )
  6. Map your teammates values ( values-based-diversity-in-teams-values )
  7. You can come from different backgrounds but you have to cultivate the fit in terms of shared values and goals ( team-values-and-person-team-fit )
  8. Considerate specificity, difficulty, commitment of the goals (goal-setting-in-teams )
  9. The team is structured formally and informally ( structuring-your-team-for-excellence-apollo-13-case-study )
  10. Generalist or Specialist teams? Make a choice ( departmentation-how-to-group-and-organize-jobs-in-the-team )
  11. Shared leadership tends to better team performance. ( centralization-how-to-structure-decision-making-in-the-team )
  12. Team performs better with group-based incentives ( rewards-how-to-structure-rewards-in-the-team )
  13. Virtuality hurts team performance ( virtuality-how-to-manage-virtual-team-structures )
  14. Team roles discussion is critical to team performance ( roles-how-to-define-and-organize-roles-in-the-team )
  15. As the team leader, you have a big influence on team norms ( norms-how-to-create-productive-norms-in-the-team )
  16. Take time to invest in team strategy but also equal time in team charter ( team-charters-a-tool-for-designing-your-team )
  17. Do not tight manage your team ( team-coordination )
  18. Encourage critical thinking ( team-common-information-effect )
  19. Individual effort consistently drops when we work in group settings ( social-loafing )
  20. The level of fluency in English can create a worrisome dynamic within teams ( language )
  21. Which one: Task conflict or relationship conflict? Be able to define a conflict nature ( managing-conflict )
  22. Win, win is the goal ( resolving-task-conflict )
  23. Focus both on objective and subjective team performance ( evaluating-team-performance )
  24. Use nominal group technique and time limit brainstorming ( creativity )
  25. Psychological safety has massive implications on team performance ( psychological-safety )
  26. The most powerful way to facilitate sustainable performance and learning is transactive memory ( transactive-memory )
  27. From the most complex cluster to the least: 1)network 2)organization 3)team ( leading-networks-organizations-and-teams-what-are-the-differences )
  28. Search for an alternative leadership to deal with the world complexity ( the-complexity-of-our-world )
  29. Widen the issue to multi-issues deal in a networked world pattern ( how-to-lead-in-a-networked-world )
  30. Complexify and broaden your situation to deal with network complexity (project-and-process-management )
  31. Your professional subordinates knowledge is precious ( information-asymmetry-and-professionalism )
  32. Substance approach is direct while process approach mitigates conflict ( two-leadership-approaches-substance-and-process )
  33. Organizational chart is way more complex than it conveys ( variety-and-overlap )
  34. Choosing between collaboration loss or captivity, sort it out (two-leadership-approaches-top-down-versus-bottom-up )
  35. Forming, storming, norming, and performing are the ways teams evolve ( group-development-from-tuckman )
  36. Team composition and building take place at forming stage ( the-forming-stage )
  37. For innovative goal, compose your team of members who are dissimilar to each other ( team-composition )
  38. Team building is a process not an event (team-building )
  39. Stage of conflict is the nature of the storming stage ( the-storming-stage )
  40. Conflict can sometimes be good and should be stimulated! ( team-conflict )
  41. Tasks related conflict promote organizational success and prevent premature consensus ( intrateam-conflicts )
  42. Do “transformational leadership” is the best way for conflict management ( managing-conflict )
  43. Encourager, Harmonizer, Compromiser, Gatekeeper, Standard setter, Commentator, Follower are the informal team roles ( informal-team-roles )
  44. Resolved disagreements and personality clashes result in greater intimacy, and a spirit of co-operation emerging ( norming-stage )
  45. Norm are very hard to change ( transmission-and-stability-of-norms )
  46. With group norms and roles established, group members focus on achieving common goals, often reaching an unexpectedly high level of success ( performing-stage )
  47. Use extrinsic and intrinsic motivation to motivate your team members ( motivation-and-team-performance )
  48. Offer feedback on observed behavior, not on perceived attitudes ( constructive-feedback )
  49. Power reserve, reciprocity, loser respect, process completion, one chess board at a time, no turnaround are the basic rules of the game ( rules-of-the-games )
  50. Frame your information but do not lie ( are-you-allowed-to-lie )
  51. Teams can accomplish tasks and projects that individuals cannot ( what-can-teamwork-achieve )
  52. Interdependent work and common objective is the difference between team and group ( the-difference-between-team-and-group )
  53. Clearness, commitment, rules, respect, process is the secret of high performing teams ( secret-of-high-performing-teams )
  54. Maintain team tasks & relationships, both are important ( maintain-team-excellence )
  55. Who are we? Why are we here? What is the task? are the questions highlighted in forming stage ( forming-an-orientation-stage )
  56. Who is in charge? How will we do this? are the questions highlighted in storming stage ( storming-a-stage-of-friction-and-conflict )
  57. Responsibility, agreement, commitment, acceptance are the questions highlighted in norming stage ( norming-a-stage-of-fitting-in )
  58. Difficult to tell who the actual team leader is, typically defines the performing stage ( performing-the-stage-where-the-work-gets-done-efficiently-and-effectively )
  59. Understand the ending, celebrate closure, feel contribution appreciation, are the actions done in adjourning stage ( adjourning-the-ending-stage )
  60. The way we work within a team is shaped by our personality ( how-personality-traits-and-attributes-influence-teamwork )
  61. When it comes to accuracy, if you put a horoscope on one end and a heart monitor on the other, the MBTI falls about halfway in between ( what-is-the-mbti )
  62. Conscientiousness, agreeableness, neuroticism, openness to experience, extraversion composed the five-factors model ( five-factor-model )
  63. Implementer, coordinator, shaper, plant, resource investigator, monitor evaluator, teamworker, complete finisher defines the belbin team role types ( belbin-team-role-types )
  64. No one should ever be typecasted in a role ( role-descriptions )
  65. Starting, doing and completing project requires different roles ( team-roles-during-the-project-lifecycle )
  66. Put in place a strategy for overcoming role weaknesses ( characteristic-weaknesses-of-role-types )
  67. The Team Charter consists of 4 sections: the Team, Team Dynamics, the Project, Timetable ( team-charter )
  68. A meeting is effective by achieving its objectives in minimum of time with satisfaction of everyone ( what-makes-an-effective-team-meeting )
  69. Prepare the meeting, process the meeting and finally commit to actions for next team meeting ( steps-for-planning-team-meetings )
  70. Defining objectives, scope, WBS, schedule and responsibilities is a good start ( key-steps-for-planning-your-project )
  71. Define SMART objectives: Specific, Measurable, Achievable, Relevant, Timed ( project-definition )
  72. Decompose your main task in sub-task is the purpose of the work breakdown structure ---WBS-- ( work-breakdown )
  73. To schedule: define your action plan and visualize it in a GANTT ( schedule )
  74. Improve your team decision-making with brainwriting, nominal group technique and decision matrix ( team-decision-making-techniques )
  75. Brainwriting gives everyone a chance to articulate their own ideas before being influenced by other ( brainwriting )
  76. Group nominal technique is useful when there are many possible ideas ( nominal-group-technique )
  77. Evaluate options according to a grid of criteria with decision matrix ( decision-matrix )
  78. There are no set rules as to how team leadership takes its shape ( when-should-you-lead )
  79. When trust is missing, support the development of the social and emotional aspects of the team ( absence-of-trust )
  80. When trust is feared, encourage debate and acknowledge that not all conflict is bad ( fear-of-conflict )
  81. When commitment is lacking, support all team members to voice their ideas and opinions ( lack-of-commitment )
  82. When accountibility is avoided, raise the difficult issue of team standards and expectations ( avoidance-of-accountability )
  83. When there's inattention to results, find a way to make membership to the team more rewarding ( inattention-to-results )
  84. Collaboration is the result of assertiveness and cooperation ( assertiveness-and-cooperation )
  85. Graded assertiveness is a communication technique used in areas like aviation and healthcare for raising safety concerns, one step at a time=> Hint, preference, query, suggestion, statement, command ( graded-assertiveness )
  86. What makes a good listener? Concentrate, be active, do not interrupt and do not overreact ( what-makes-a-good-listener )
  87. Engaged Listening: An engaged listener conveys to a speaker that they are focused on what the speaker is saying thanks to Position, pause, acknowledge and be sincere ( engaged-listening )
  88. 10 types of listening responses: Use 'Giving advice', probing, feeling, paraphrasing responses ( 10-types-of-listening-responses )
  89. Extending the conversation: Extends conversation with 'closed', 'open-ended', broadcast', 'expanding', 'ricochet', 'back to the sender' questions ( extending-the-conversation )
  90. There are different kinds of diversity: The different dimensions of diversity Educational, dispositional, circumstantial and cultural diversities ( the-different-dimensions-of-diversity )
  91. Diversity is relevant for everyone, everywhere: Be yourself, be observant, be aware ( diversity-is-relevant-for-everyone-everywhere )
  92. Staying ahead of conflict: Everyone feel heard? Everyone happy? Everyone pulling their weight? ( staying-ahead-of-conflict )
  93. Free riding/ social loafing: Some people do not put in an equal amount leaving others with a heavier load.=>Use graded assertiveness ( conflict-free-riding-social-loafing )
  94. People being actively critical: It is difficult to participate if you fear ridicule by a team member who is constantly critical of your ideas.=> Make the critics written on a white board ( conflict-people-being-actively-critical )
  95. People taking control/dominating: A dominant team member can cause others to withdraw and their voices to be lost.=> Ensure everyone has their say ( conflict-people-taking-control-dominating )
  96. Poor work standard of a member: Point out immediately sub-standard work with clear directions ( conflict-poor-work-standard-of-a-member )
  97. Differing expectations/ goals: Often team members will be working with different objectives in mind and sometimes with hidden agendas.=> Agree on team members goal with a team charter ( conflict-differing-expectations-goals )
  98. Poor communication: Poor communication within a team can result in a failure to meet goals. => Agree on communication channels and schedule regular team meetings ( poor-communication )
  99. Stay positive: Your feelings matter
  100. Final word: Where there is unity there is always victory. -- Publilius Syrus