× Didn't find what you were looking for? Ask a question
Top Posters
Since Sunday
5
o
5
4
m
4
b
4
x
4
a
4
l
4
t
4
S
4
m
3
s
3
New Topic  
cccccccc cccccccc
wrote...
Posts: 314
Rep: 0 0
6 years ago
When a team consists of members who come from different functional areas, with different areas of expertise, different information, different priorities, and different perceptions of problems and opportunities, the __________ is exacerbated.
 
  a. saying is believing effect
  b. information dependence problem
  c. uneven communication problem
  d. indirect speech acts effect

Question 2

Regarding information dependence issues, which of the following examples best illustrates the concept of a hidden profile?
 
  a. Mary, Talia, and Sue have researched where the company retreat should be held this year, and they seem to agree on the location. However, Talia has found out some information that she hasn't yet shared with the group; a motorcycle convention at the same time and location as their retreat, which, if shared, will probably contradict the team's common choice.
  b. Kelly, Bob and Dan have separately researched options for next year's company retreat. Each team member has unique information regarding the choices for the event location. No one location seems to be the best choice for the retreat.
  c. Carl, David, and Jean are considering six pieces of information regarding the decision about the location of their company retreat. Even though each piece of decision criteria seems to be of equal importance, Dan and Carl have been overemphasizing the importance of access to nature trails. Mary feels pressured to overweigh this individual decision point at the expense of other criteria.
  d. Ted, Paul, and Laurel together have done their research about the choices for the location of the company retreat. Each person knows the same information, both good and bad, as the other group members.

Question 3

What is one of the best ways for improving the quality of pooled information collected during a collaborative problem-solving session?
 
  a. Allow the group to have an unstructured method for gathering and sharing information.
  b. The group shares ideas in the moment they occur to them.
  c. Allow individual group members the time to internally recall and record details or observations to be shared later with the group.
  d. Have teams pair off, and create collaborative observations to be shared later with the group as a whole.

Question 4

A study at an R&D organization, where teams worked together for more than five years, revealed what?
 
  a. The performance of the groups increased over time, but only up to a point; after five years of working together, performance declined steeply.
  b. The performance of the groups decreased steadily over time.
  c. The performance of the groups remained steady over time, but declined sharply after five years of working together.
  d. The performance of the groups increased over time in a steady, consistent fashion.

Question 5

Which of the following strategies for reducing the common information effect has been found to be most effective?
 
  a. Increase the amount of discussion.
  b. Put the team leader in the position of information manager.
  c. Increase the size of the team.
  d. Increase information load.

Question 6

Key indicators of involvement in an experienced community of practice (the person's level of engagement with the given practice community) are a shared vocabulary, recall of previous lessons, learning from one another, and:
 
  a. beliefs leading to different scanning orientations.
  b. performance under pressure.
  c. open communication.
  d. diversity of knowledge.

Question 7

A situational example of team putting knowledge to practice through knowledge adaptation is:
 
  a. a manager discovers, by lots of personal research, that his department has created a new type of adhesive that is not sticky when wet but very sticky when dry. The manager challenges himself and his employees to improvise fixes to an employee's broken bicycle with this product.
  b. a manager challenges the use of a newly, developed fixture at her departmental status meeting. This manager pushes the fixture design department to keep refining the design with new parameters in mind.
  c. in order to shorten his team's R&D phase, a manager visits the company archives and researches past formulas that led to unsuccessful results.
  d. a manager finds out that their newest product is not doing well in the market. He pushes the team to take a new look at their product research, and make changes to the product based on the team expanding their knowledge of marketplace trends.

Question 8

A team mental model is a common understanding that members of a team share about how something works. For example, a team might have a common understanding of how to assemble a transistor radio.
 
  All of the following are TRUE about team mental models EXCEPT:
  a. they may be assessed in terms of how accurate they are.
  b. they may be assessed in terms of how much correspondence (agreement) there is among team members' mental models.
  c. they are developed instantly, naturally, and are immediately compatible.
  d. teams may have mental models about physical systems as well as social systems (such as how their group works).
Textbook 
Statistics

Statistics


Edition: 12th
Authors:
Read 66 times
3 Replies

Related Topics

Replies
wrote...
6 years ago
Answer to #1

b

Answer to #2

a

Answer to #3

c

Answer to #4

a

Answer to #5

b

Answer to #6

c

Answer to #7

a

Answer to #8

c
cccccccc Author
wrote...
6 years ago
All correct
wrote...
6 years ago
Happy to help
New Topic      
Explore
Post your homework questions and get free online help from our incredible volunteers
  1039 People Browsing
Related Images
  
 258
  
 225
  
 149
Your Opinion
Which of the following is the best resource to supplement your studies:
Votes: 249

Previous poll results: How often do you eat-out per week?