Concept

1 Underlying Diversity
2 Psychologically Safe Environment
3 Power of Teaming
4 Questioning Group Consensus
5 Handle hot topics by examing different views
6 Strategies for improving Teamwork (no source
7 C-Type Conflict - Task Conflict
8 A-Type Conflict - Emotional
9 Hot Topics: Managing Self; Managing Convers
10 Hot Topics: Managing Relationships
11 Types of Team Diversity
12 Connection of Psychological Safety & Task Conf
13 HRO: Preoccupation with Failure
14 HRO: Reluctance to Simplify Interpretations
15 HRO: Anticipation
16 HRO: Resilience
17 Organizational Bricolage
18 Causes for Uncertainty (no source, Whiteboar
19 Ingredients that complicate sensemaking proc
20 Traits to overcome uncertainty
21 Power Distance
22 Uncertainty avoidance
23 Individualism
24 Masculinity
25 Stereotypes
Defintion Havard Citation
Refers to a variety of hidden qualities and experiences eacGarcia-Prieto, P., Bellard, E. and Schneid
Describes a setting where individuals are encouraged to shEdmondson, A. and Roloff, K., 2009. Leve
The ____ case mirrors perfectly what Amy Edmondson emphasized Edmondson, in her
A., TED
2017.talk about
How the Chilea
to turn a gro
It would have been ideal if a member had taken on the rolLumet, S., 1957. 12 Angry Men. [film] Un
According to the report 'Too Hot To Handle? How to Manage Edmondson, A. & Smith, D., 2006. Too H
Cross-Cultural Training, Workshops for Team bilding & communication, develop shared goals, ment
This form of conflict arises from differing opinions on i Amason, A.C., Hochwarter, W.A., Thomp
Describes personalised disagreements caused by feelings of Amason, A.C., Hochwarter, W.A., Thomp
#VALUE! Edmondson, A. & Smith, D., 2006. Too H
#VALUE! Edmondson, A. & Smith, D., 2006. Too H
#VALUE! Edmondson, A. and Roloff, K., 2009. Leve
Bradley et al. describe how task conflict and team performa Bradley, B.H., Postlethwaite, B.E., Klotz, A
Encourage error reporting, reward reporting of errors, see Weick, K., Sutcliffe, K., & Obstfeld, D. (20
'All Organizations are defined by what they ignore. This meWeick, K., Sutcliffe, K., & Obstfeld, D. (20
Wildavsky defines anticipation as the“prediction and preveWeick, K., Sutcliffe, K., & Obstfeld, D. (20
Wildavsky defines resilience as the “the capacity to cope Weick, K., Sutcliffe, K., & Obstfeld, D. (20
Bechky and Okhuysen define organisational bricolage as pra Bechky, B.A. and Okhuysen, G.A., 2011. E
Unforseen Absences, Lack of Leadship, Lack of accountability, time pressure, different working style
Cornelissen et al. (2014) Emotions, material artifacts, verbal & nonverbal communication, and envi
Mindfulness (Weick
Kalvapalle (2024): and Sutcliffe,
'Extend to which2006): focusofonofdetails
members i Kalvapalle,
institutions S., 2024. Session
and organizations within5.a In: TeameD
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(2024): taketo
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which Kalvapalle,
assertive behavior and attempts toS., 2024.
excel areSession 2. In: Team
encouraged (versuD
Hi M: Achievement and success is prized Kalvapalle, S., 2024. Session 2. In: Team D
Adler (1997) describes stereotypes as consciously held, t Adler, 1997. 'International Dimensions o
 , Bellard, E. and Schneider, S.C., 2003. Experiencing diversity, conflict, and emotions in teams. Applied Psycho
and Roloff, K., 2009. Leveraging diversity through psychological safety. Rotman Magazine, Autumn, pp.48.
2017. How to turn a group of strangers into a team. [online] TED Salon: Brightline Initiative. Available at: http
12 Angry Men. [film] United States: Orion-Nova Productions.
& Smith, D., 2006. Too Hot To Handle? How to Manage Conflict.
velop shared goals, mentorship programmes, regular feedback sessions. Cultural exchange programmes, lead
ochwarter, W.A., Thompson, K.R. & Harrison, A.W., n.d. Conflict: An Important Dimension in Successful Mana
ochwarter, W.A., Thompson, K.R. & Harrison, A.W., n.d. Conflict: An Important Dimension in Successful Mana
& Smith, D., 2006. Too Hot To Handle? How to Manage Conflict.
& Smith, D., 2006. Too Hot To Handle? How to Manage Conflict.
and Roloff, K., 2009. Leveraging diversity through psychological safety. Rotman Magazine, Autumn, pp.48.
stlethwaite, B.E., Klotz, A.C., Hamdani, M.R. & Brown, K.G., 2012. Reaping the benefits of task conflict in team
ffe, K., & Obstfeld, D. (2000). 'High Reliability: The Power of Mindfulness', Leader to Leader, Summer, pp. 33-3
ffe, K., & Obstfeld, D. (2000). 'High Reliability: The Power of Mindfulness', Leader to Leader, Summer, pp. 33-3
ffe, K., & Obstfeld, D. (2000). 'High Reliability: The Power of Mindfulness', Leader to Leader, Summer, pp. 33-3
ffe, K., & Obstfeld, D. (2000). 'High Reliability: The Power of Mindfulness', Leader to Leader, Summer, pp. 33-3
Okhuysen, G.A., 2011. Expecting the Unexpected? How SWAT Officers and Film Crews Handle Surprises. The
e, different working styles, lack of empathy, no shared history (so no knowledge about other team members
ommunication, and environmental conditions.
24. Session 5. In: Team Dynamics in Organizations.
24. Session 2. In: Team Dynamics in Organizations.
24. Session 2. In: Team Dynamics in Organizations.
24. Session 2. In: Team Dynamics in Organizations.
24. Session 2. In: Team Dynamics in Organizations.
ernational Dimensions of Organizational Behavior'
 teams. Applied Psychology: An International Review, 52(3), pp.414-416.
ne, Autumn, pp.48.
ative. Available at: https://www.ted.com/talks/amy_edmondson_how_to_turn_a_group_of_strangers_into_

ange programmes, leadership exchange, develop shared goals, empathy training

ion in Successful Management Teams, pp. 20-35.
ion in Successful Management Teams, pp. 20-35.

ne, Autumn, pp.48.

of task conflict in teams: the critical role of team psychological safety climate. The Journal of Applied Psycho
ader, Summer, pp. 33-38.
ader, Summer, pp. 33-38.
ader, Summer, pp. 33-38.
ader, Summer, pp. 33-38.
s Handle Surprises. The Academy of Management Journal, 54(2), pp.239-261.
t other team members), false consensus,
up_of_strangers_into_a_team? language=en [Accessed 27 February 2024].

urnal of Applied Psychology, 97(1), pp. 151-158.

 Individual
SWAT & Film Team:Team orientation, commitment
Police: Cornelissen etSelf orientated, emotional resonses, fear, individual responsibility
DYADS Team Culture Context
Expertise task vs. Shared task Long term teams, trust Flat Hierarchy Pressure
Short term teams, uncommon situation Strong Hierarchy Pressure to prevent accide
Pressure to prevent accident, Pressure that is based on externals (public),