Groups, teams and conflict · Grupos, equipos y conflictos
| English | Español |
|---|---|
| forming/ˈfɔːmɪŋ/ | fase forming |
| storming/ˈstɔːmɪŋ/ | fase storming |
| norming/ˈnɔːmɪŋ/ | fase norming |
| performing/pəˈfɔːmɪŋ/ | fase performing |
| team roles/tiːm rəʊlz/ | roles en equipo |
| autocratic/ˌɔːtəʊˈkrætɪk/ | autocrático |
| democratic/ˌdeməˈkrætɪk/ | democrática |
| laissez-faire/ˈleɪsez feə/ | laissez-faire |
Shared work needs a handover
Four students are preparing a fictional survey report. Mei writes questions, Arun collects responses, Chen checks totals and Wei writes the findings. Wei cannot use the findings until the checked totals arrive. This dependence makes ownership and handover times matter.
A team works towards a shared result with coordinated contributions. Four names on a file do not show that the work was coordinated. Check who supplies what, who checks it and what happens if an input is late. Actual assessment and collaboration rules come from the course brief.
A model helps describe a situation
Forming 组建期 describes getting oriented. Storming 磨合期 describes conflict over work or relationships. Norming 规范期 describes establishing shared practices. Performing 执行期 describes coordinated work towards the task.
These are stages in Tuckman's proposed model, not a timetable that every team must follow. Use the model to discuss an observed need. Do not invent conflict to reach a stage or conclude that a quiet meeting means nobody examined the plan. Original model.
Put these four labels in the order proposed by Tuckman's model. · Ordene estas cuatro etiquetas según la secuencia propuesta por el modelo de Tuckman.
This is the proposed model sequence. It does not establish that every team follows it or that visible conflict is necessary for a well-examined plan. · Esta es la secuencia propuesta del modelo. No establece que todos los equipos la sigan ni que el conflicto visible sea necesario para un plan bien evaluado.
Give a task an owner and a check
Team roles 团队角色 describe contributions such as generating ideas, recording decisions, checking evidence and coordinating handovers. People can share or change roles; these are not permanent personality types.
If nobody owns the final check, the report may be submitted with unchecked totals. Agree that Chen checks totals by Tuesday 16:00 and Wei confirms receipt before drafting. A named owner helps, but the group must still review the result and arrange a backup if needed.
The team has assigned idea generation, but nobody owns the final check. Which action directly addresses that gap? · El equipo ha asignado la generación de ideas, pero nadie es responsable de la revisión final. ¿Cuál acción aborda directamente esa laguna?
Assigning the missing check addresses the task gap. A role label does not establish completion or predict inevitable failure. · Asignar el control faltante aborda la laguna de la tarea. Una etiqueta de rol no establece la terminación ni predice el fracaso inevitable.
A contract must be usable
A fictional team agreement. Meet Tuesday 16:00 in room 204; confirm availability first. Record decisions and the reason. Aim for agreement; if unresolved, ask the teacher about the decision rule. Each task has an owner, a check and an internal handover time before submission. Report a likely delay as soon as it is known. Follow the course process for unresolved missing work.
The agreement gives the team something to compare with events. It can be revised when circumstances change. An early agreement helps; a later disagreement does not make agreement impossible.
What belongs in a team contract written in week one? Choose all that apply. · ¿Qué debe incluirse en un contrato de equipo escrito en la semana uno? Selecciona todas las opciones aplicables.
These support coordination. Confirm availability, name owners and checks, and revise arrangements when needed. · Estos apoyan la coordinación. Confirme la disponibilidad, nombre responsables y revisiones, y revise los arreglos cuando sea necesario.
Describe leadership without declaring a winner
Autocratic 专断型 leadership concentrates decisions in the leader. Democratic 民主型 leadership involves members in decisions. Laissez-faire 放任型 leadership gives members substantial freedom.
The labels describe arrangements, not automatic recommendations. A short deadline does not by itself justify one person overriding task rules. Consider who has the information, safety and permissions, member availability and how the result will be checked. Delegated work still needs a clear result and review point.
Match each leadership label to its defining decision arrangement. · Empareje cada etiqueta de liderazgo con su disposición decisiva definitoria.
These definitions do not prescribe the best arrangement. Consider information, permissions, safety and how the result will be checked. · Estas definiciones no prescriben la mejor disposición. Considere la información, permisos, seguridad y cómo se verificará el resultado.
Raise the work problem precisely
Chen's checked totals were due Tuesday 16:00. At 16:30 they have not arrived, so Wei cannot start the findings. The reason is unknown.
A useful message is: “The checked totals were due at 16:00 and the findings depend on them. What is ready, and when can we receive the checked file?” It names an event, a consequence and a request. Calling Chen lazy supplies no evidence and does not repair the handover. Record any agreed change and follow the course escalation process if the deadline remains at risk.
A teammate has missed two deadlines. Write one sentence raising it that stays on the task. · Un compañero de equipo ha incumplido dos fechas límite. Escribe una oración para comentarlo que se mantenga enfocada en la tarea.
Fact, effect, request. "The survey was due Monday and the analysis cannot start — what can we move so it lands by Thursday?" · Hecho, efecto, solicitud. "La encuesta estaba debida el lunes y el análisis no puede comenzar — ¿qué podemos mover para que esté listo para el jueves?"
Coordinate tasks, then check actual results. Record owners, dependencies, handovers and quality checks. Use a stage or leadership label to describe the situation, then explain the evidence. A contract or label alone does not prove that the team completed accurate work.