Test Preparation | Team building Answer Key

Transition processes are relevant before the team actually begins to conduct the core aspects of its work. However, these transition processes also may be important between periods of work activity. Transition processes between periods of task work help to develop new strategies in case the team goes off track or encounters problems.

Transition Processes: Teamwork processes, such as mission analysis and planning, that focus on preparation for future work in the team.

Transition processes are relevant before the team actually begins to conduct the core aspects of its work. However, these transition processes also may be important between periods of work activity. Whereas transition processes are important before and between periods of taskwork, action processes are important as the taskwork is being accomplished.

Trait Activation: The degree to which situations provide cues that trigger the expression of a given personality trait.

Action processes are important as the task work is being accomplished. One type of action process involves monitoring progress toward goals. Teams that pay attention to goal-related information-perhaps by charting the team's performance relative to team goals-are typically in a good position to realize when they are "off-track" and need to make changes.

Activation: The degree to which moods are aroused and active, as opposed to unaroused and inactive.

Systems monitoring involves keeping track of things that the team needs to accomplish its work. A team that does not engage in systems monitoring may fail because it runs out of inventory, time, or other necessary resources.

Needs: Groupings or clusters of outcomes viewed as having critical psychological or physiological consequences.

Systems monitoring involves keeping track of things that the team needs to accomplish its work. Helping behavior involves members going out of their way to help or back up other team members. These are action processes.

Activation: The degree to which moods are aroused and active, as opposed to unaroused and inactive.

Coordination refers to synchronizing team members' activities in a way that makes them mesh effectively and seamlessly. Poor coordination results in team members constantly having to wait on others for information or other resources necessary to do their part of the team's work.

Coordination: The quality of physical movement in terms of synchronization of movements and balance.

Action processes are important as the task work is being accomplished. One type of action process is systems monitoring, which involves keeping track of things that the team needs to accomplish its work. A team that does not engage in systems monitoring may fail because it runs out of inventory, time, or other necessary resources.

Teamwork Processes: The interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself.

Affect management involves activities that foster a sense of emotional balance and unity. A team in which members get short-tempered when facing pressure or blame one another when there are problems is a situation resulting from poor affect management.

Engagement: A term commonly used in the contemporary workplace to summarize motivation levels.

Motivating and confidence building refer to things team members do or say that affect the degree to which members are motivated to work hard on the team's task. Expressions that create a sense of urgency and optimism are examples of communications that would fit in this category.

Communication: The process by which information and meaning is transferred from a sender to a receiver.

Team states refer to specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together. Team states help teams increase their process gain while minimizing their process loss, and may not be visible to the naked eye.

Team States: Specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together.

High-potency members are confident that their team can perform well, and as a consequence, they focus more of their energy on team tasks and teamwork in hopes of achieving team goals.

Potency: A team state reflecting the degree of confidence among team members that the team can be effective across situations and tasks.

Teamwork processes refer to the interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself.

Teamwork Processes: The interpersonal activities that promote the accomplishment of team tasks but do not involve task accomplishment itself.

Teamwork processes become important right when teams first begin their work. Transition processes are teamwork activities that focus on preparation for future work.

Transition Processes: Teamwork processes, such as mission analysis and planning, that focus on preparation for future work in the team.