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Question
Hierarchy in traditional organizations is the enemy of team empowerment.
Answer
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Related questions
Q:
A team is defined as a small number of people with complementary skills who act
independently, are equally committed to a common mission, subscribe to a competitive
approach to accomplish that mission, and hold themselves accountable for team performance.
Q:
High levels of stress and tension, divisive conflicts, boredom, and poor productivity are just
some indicators of excessive openness or closedness in a system.
Q:
A group should strive to remain completely open to input. Otherwise it might make poor
decisions.
Q:
Teams usually require a formal designation of member roles.
Q:
A system sustains dynamic equilibrium when it regulates the degree, rate, and consistency of
change.
Q:
When the architect (juror #8) demonstrated that the old man who was an eye witness couldnt have risen from his bed and walked down a hallway in 15 seconds, he was identifying a faulty inference.
Q:
Most of the jurors concluded that the woman across the El-tracks could not
have seen the boy kill his father because she had marks on her nose that
indicated she wore glasses and she wouldnt have worn glasses to bed. This is
an example of confirmation bias.
Q:
Which of the following jurors expressed destructive anger?
a. Juror #9 (old man)
b. Juror #3 (man yells a lot)
c. Juror #4 (stock broker with accent)
d. Juror #6 (painter)
Q:
Which of the following is usually an effective way to establish a team identity?
a. Wear uniforms and use terms such as we and us and avoid terms such
as they or them
b. Identify individual team members who make mistakes and blame them
for team failure as a motivating technique to improve overall team performance
c. Give awards to individual team members who score the most points for
the athletic team or who sell the most products on a sales team
d. create fantasy themes for the group
Q:
Juror #4 (the broker with an accent) was primarily
a. aggressive
b. passive
c. assertive
d. passive aggressive
Q:
Impediments (obstacles) to team empowerment include
a. team-based, not individually-based reward systems
b. insufficient structural support for teams within an organization
c. a hierarchical decision-making process
d. team leaders who do not fully embrace self-managing teams
Q:
Dealing with a difficult group member requires, among other things,
a. creating a cooperative group climate
b. ostracizing the difficult member
c. avoiding the bad behavior, hoping it will subside
d. providing many opportunities for the difficult member to express himself/herself to the group
Q:
The Dream Team clearly exhibits groupthink.
Q:
Groupthink can be most effectively addressed by discouraging dissent in a group so the
group can get its work accomplished in an efficient manner.
Q:
Because of the risky shift phenomenon, groups in all cultures tend to polarize toward risk
rather than caution.
Q:
All dichotomies are Ans : FALSE.
Q:
Playing devils advocate is one effective means of combating confirmation bias.
Q:
A perceptual mindset is fundamentally a problem of information overload.
Q:
Billy exhibits non-empathic listening because he uses probing responses too often.
Q:
Inferences are educated guesses about the known based on the unknown.
Q:
Groups typically outperform individuals when
a. the task requires a wide range and variety of information
b. both the group and any individual are without expertise.
c. both the group and the individual have expertise and the task is an especially complex one
d. quick action is warranted
Q:
We typically conform to group norms
a. to be liked by group members
b. to be perceived as performing correct behavior so we can avoid embarrassing ourselves
c. because we live in an individualist culture
d. a and b
Q:
Group polarization is manifested when the points of view and opinions among a groups members become more divergent (differ from each other).
Q:
In general, an important goal for all groups regarding the relationship between the task and social
dimensions of groups should be one in which
a. an optimum balance of the two is reached
b. the task dimension receives much greater emphasis for maximum productivity
c. the social dimension receives much greater emphasis for maximum cohesiveness
d. the task and social dimensions are kept separate
Q:
Dr. Weitzman defuses the defensiveness exhibited by Billy, Jack, and Henry by
a. refusing to be drawn into their defensive spiral
b. refusing to be diverted by irrelevant remarks or side issues unrelated to the issue being discussed
c. being an empathic listener
d. encouraging psychological reactance
Q:
Billys communication was mostly incompetent because he was
a. disrespectful to other team members
b. Me-oriented
c. uncommitted to the group until the very end
d. frequently dishonest
Q:
The group polarization effect can be explained by
a. social comparison theory
b. persuasive argumentation
c. excessive cohesiveness effect
d. diffusion of responsibility hypothesis.
Q:
Dr. Weitzman uses the following power resources
a. legitimate authority
b. information
c. expertise
d. rewards
Q:
You energetically seek information that agrees with your point of view when researching a group
project and you ignore information that contradicts your point of view. You are exhibiting
a. confirmation bias
b. invalid inferences
c. correlation as causation fallacy
d. Ans : FALSE dichotomy
Q:
Dr. Weitzman (psychiatrist) handles Billys outbursts of anger (e.g., throwing the chair through the glass window; voting on Henrys lobotomy) by
a. disengaging from the group
b. probing for explanation from Billy
c. remaining asymmetrical with Billy
d. distracting Billy