什么是真正的团队合作
所谓团队协作力量，是指建立在团队的基础之上，发挥团队精神、互补互助以达到团队最大工作效率的力量。对于团队的成员来说，不仅要有个人力量，更需要有在不同的位置上各尽所能、与其他成员协调合作的力量。
考研复试考什么>长春新东方外语学校Everything You Thought You Knew About Teamwork Is Wrong
2012年江苏高考语文试卷>blurb1) Teams arent always a good idea
teams are not automatically better than the sum of their parts. They are often wor. This is termed “collaborative inhibition” or “process loss.” People have a bias to romanticize the benefits of team productivity, while underestimating just how much time is wasted by teams. According to University of North Carolina professor Bradley Staats, productivity per person can drop 40% even on a small team In studies of thousands of companies that have implemented teamwork, theres no firm evidence that, on average, they make any more money, or are even more productive, after instituting a team-bad structure.
2) Ninety percent of team success is determined before they start work紫色的英文
月亮代表我的心英文版
what Hackman calls the “60/ 30/ 10 Rule.” Having studied teams in many ttings, from airplane cockpits to symphony orchestras, Hackman believes that 60% of a teams fate has been written before the team members even meet. Its destiny is decided by a combination of the team leaders efficacy, whether the teams goal is challenging yet attainable, and the ability level of the people recruited to the team. Thirty percent of a teams fate is aled with the initial launch of the team how the teammates meet and, in tho initial exchanges, how they split up the responsibilities and tasks before them. They need to agree on common codes of conduct and shared expectations. All told, 90% of a teams fate has been decided before the team ever begins its real work.
3) Defining roles may be the most important thing a team does清明节英语>济南槐荫教育网
Clarifying who is going to do what identifying distinct roles is one of the most proven ways to increa the quality of teamwork. The egalitarian notion that team members should be equal in status and interchangeable in their roles is erroneous. Teams work best when pa
rticipants know their roles, but not every role needs to be equal. Dr. Eduardo Salas, at the University of Central Florida, is one of the most widely cited scholars studying team efficiency. He has devoted his life to understanding the vast a of team-building and team-training process analyzing teams ud in the military, law enforcement, NASA, and numerous corporate ttings. The only strategies that consistently deliver results are tho that focus on role clarification: whos going to do what when the pressure gets inten.
英语6级词汇4) Everyone does not need to be a “Team Player”
One fallacy about teams is that, to be successful, everyone must be friends. The rearch says its the other way around: team performance drives the quality of relationships There is an argument to be made that not everyone on a team should be a classic “team player.” In a study of 78 European and American orchestras, Harvards Hackman arrived at a counterintuitive conclusion: the better an orchestra sounded, the more likely there was rivalry, quarreling, and discord behind the scenes. The only times they were in harmony was onstage.
5) Yes, you should treat stars differently
Doesnt giving stars special treatment undermine the motivation of the rest of the team? Rearchers have looked at the pay of NBA stars, compared with that of their lesr-famous teammates. On average, if certain teammates are getting what is perceived to be an unjustified windfall, that hurts performance: team members wont work as hard to grab what they e as the short end of the stick. But as long the star treatment is warranted, it doesnt hurt performance Stars arent the same. Stars face elevated levels of scrutiny: the expectations for their performances are much higher.
