Name: Samar Siddiqui Submitted to: Miss Amber Baig

ID: 1701-BSSE005 Date: January 26, 2019

Assignment
Q no: 1 Organizational Para diagram suggested by Constantine?

Larry Constantine describes four organizational paradigms that characterize very different cultures 

1. Closed paradiagram
2. Random paradiagram
3. Open paradiagram
4. Synchronous Para diagram

Closed paradiagram: In this structure a team along a traditional hierarchy of authority such team can work
well when producing software that is similar to their pass effort, but they will be less likely to be innovative when
working within closed paradiagram

Random paradiagram: In this structure a team loosely and depend on the individual’s initiative of the team
members. When innovation and technology breakthrough is required, team following the random paradiagram
will excel but such teams may struggle when orderly performance is required

Open paradiagram: In this structure a team is in a manner that achieves some of the control associated
with the closed diagram but much of the innovation that occurs when using the random paradiagram work is
perform collaboratively with heavy communication and consensus based decision making the trademark of
open paradiagram teams. They are well suited for the solution of complex problem but not perform efficiently as
others.

Synchronous paradiagram: It relies on the compartmentalization of a problem and organize team

member to work on piece of the problem with little active communication among them
Q no: 2 what is a jell teams?

A jelled team is a group of people so strongly knit that the whole is greater than the sum of the parts. Once
teams begin to jell probability of success goes ways up the team can become unstoppable, a juggernaut of
success.

Q no: 3 why do teams fail to jell?

The team failed to jell due to many reasons many teams suffer from what jackman calls “team
toxicity” then she define five factors that foster the potentially toxic team environment.

1. A frenzied work environment

2. High frustration that causes friction among the team members
3. A fragmented or poorly coordinated software process
4. An unclear definitions of roles on the software teams
5. Continuous or repeated exposure of failure