Building and Maintaining a

Team
Andre OCallaghan
July August 2010
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The views expressed in this document are not necessarily those of the Fasset
Seta.
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This self-assessment has been designed to allow you to test the understanding and
knowledge that you have gained from attending the Fasset workshop on Building and
Maintaining a Team. t comprises !" multiple-choice #uestions and should take you about !$
- %$ minutes to complete. &ote that in some instances multiple answers may be correct.
!e-ti.n $es-ri/ti.n
' ntroduction to Team Building and Team Maintenance
! Team (ynamics
% Team Functions
) Types of Teams and Their *urpose
" Team Stages
+ Team-Building
, Maintaining Teams
- Team .eadership and Team Membership
/ 0hange in Teams
'$ Future Trends
'' *olitical ntelligence in Teams
'! Team 1eward and 1ecognition
'% (iversity in Teams
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!"CTIO) 1
Intr.du-ti.n t. Teams
'. 4ffective teams can5
a. Be bought
b. &ot be faked
c. Be created through trust and safety
d. 4xist without having a common goal
!. 3 team can only be a team when5
a. *eople know each other and willingly form a group
b. The principle of consultative decision-making is applied
c. They have a leader
d. Team members are interdependent
%. 0onditions for effective teaming include5
a. 3de#uate sharing amongst team members
b. 3 common purpose
c. *assion in the team
d. 0ommitment to the team
!"CTIO) 2
Team $ynami-s
). The key aspects of any team dynamic are5
a. *ersonalities of team members
b. *ower games
c. .eadership
d. The climate in the team
". 6ey ingredients for accountability and engagement in a team are5
a. Team members7 emotional intelligence
b. 4nergy of team members and their attitude
c. 0larity of individual goals
d. The social networks in the team
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!"CTIO) 0
Team 'un-ti.ns
+. 3ll teams should have the following functions5
a. nspecting
b. *romoting
c. (riving
d. 0ompromising
!"CTIO) 1
Ty/es .2 teams and their /ur/.se
,. the following are examples of team types at work5
a. Social clubs
b. *ro8ect teams
c. (epartments
d. 9ead offices
!"CTIO) 3
Team !tages
-. :hen a team is in its storming phase; the key leadership focus should be5
a. *roviding strong direction
b. Facilitating interdependence
c. 3llowing people to vent frustrations
d. 3ssisting with personal problems
/. The behaviours<issues that you will see during the norming phase will include5
a. 1oles are not accepted and responsibilities are ignored
b. (iscussions are good and in depth
c. *eople listen to each other
d. *eople feel stuck
'$. n the first phase of group development; the forming phase the key tasks to complete
include5
a. (efining who is in charge
b. =et to know the skills and resources in the team
c. 0onfronting the hard issues
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d. 3sking for feedback
!"CTIO) 4
Team Building
''. 4xperiential team-building focuses on5
a. *ersonal awareness and insights
b. Team behaviours and team leadership
c. *ersonal storytelling
d. 6ey performance areas
'!. 6ey building blocks for any team building should include5
a. Social get-togethers
b. *laying as a team
c. (efining a mission and vision
d. =iving people the opportunity to relax together
'%. 4ffective teams5
a. *lay the politics better than other teams
b. 9ave more power
c. &ever need to ask for help
d. (o not tolerate failure
!"CTIO) 5
Maintaining teams
'). >ne of the key traps in maintaining teams is5
a. Micromanaging the team
b. (elegation
c. 3llowing failure
d. 9aving a team charter
'". (elegation will be effective when5
a. ?ou only delegate routine tasks
b. ?ou delegate the tasks you don7t have the skills for
c. &ew tasks
d. ?ou delegate responsibility and authority
'+. nnovation in teams are largely dependent on5
a. The @7s of team members
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b. *ersonality types in the team
c. The team culture
d. 9aving clear rules
',. :hen teams focus only on their own priorities and what is convenient for them; they
fell into the trap of5
a. >ur world is the only world
b. *oor communication
c. 3 lack of new stimuli
d. 1eality distortion
'-. Toxic teams are the result of5
a. (iversity
b. *ersonality clashes
c. &egative attitudes
d. *oor structures
!"CTIO) 6
Team Leadershi/ and Team Mem7ershi/
'/. To motivate a team you need to5
a. 6now the theories of motivation
b. Show unconditional trust
c. 0hallenge the team
d. Be known to staff
!$. :hen a team is in its storming phase; the appropriate leadership style should be5
a. Aalidating
b. 0ollaborating
c. Structuring
d. 1esolving
!"CTIO) 8
Change in Teams
!'. The biggest factors impacting on how teams react to change include5
a. *erceptions of loss
b. Fear of the unknown
c. .ack of emotional resilience
d. 1umours
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!"CTIO) 10
'uture teams
!!. 1esearch suggests the following changes<trends in teams5
a. Team members will become increasingly older due to the #uality of modern
healthcare
b. Sensitivity towards team members and the place of work will increase
c. Teams will have short-term focus
d. 1emote teams will be a large part of any organisation
!"CTIO) 11
%.liti-al Intelligen-e in teams
!%. *olitical 3wareness includes5
a. nterpersonal influence
b. *ower positions
c. 3bility to network
d. The ability to make deals and see trends
!"CTIO) 12
Team Re9ard
!). 1easons why leaders often neglect reward and recognition in teams are5
a. There is no time
b. They feel embarrassed to do it
c. They cannot afford it
d. They don7t believe in recognition
!"CTIO) 10
$i:ersity in teams
!". (iversity in teams are caused by5
a. 1eligion
b. The culture in the team
c. =ender ratio7s
d. 4ducational backgrounds
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Building and Maintaining a Team
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Question Answer
1 b B c
2 c B d
3 3ll of the above
4 b; c B c
5 b
6 a B b
7 b; c B d
8 c
9 b B c
10 b
11 b
12 c
13 &one of the above
14 a
15 d
16 c
17 d
18 a; b B c
19 b B c
20 d
21 a B b
22 c B d
23 a B c
24 3ll of the above
25 a; c B d
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