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55. Electronic meetings are good for:
56. A team should meet face-to-face when:
57. Blues Services, a large print publishing house, added two new employees
to one of its work group teams (Blue Lightning) last year to replace a retiree and
a promotion. The Blue Lightning team was responsible for global marketing and
advertising for several monthly print pieces: a travel journal, an eco-tourism
monthly, a food and restaurant guide with recipes, and an in-flight magazine for
a well-known commercial air carrier. Pat, a 40-something Hispanic female,
headed the team and had primary responsibility for the travel journal. Dave, a
60ish white male, had primary responsibility for the food and restaurant guide
and general long-term account management. Amanda, a new college graduate
with marketing major, was hired to replace Clyde, the retiree who was
responsible for the in-flight magazine. Nathan, an ex-army sergeant who did
much of his college work while on active duty, had responsibility for the eco-
tourism monthly. Pat had called a staff meeting to work on team productivity.
Numbers were down from a year ago. Expenses were doubled. Pat had talked to
the senior human resources consultant, Toby, before the meeting about this
team intervention. She told Toby, "I can't believe Nate is only two years older
always been for you." Pat nodded, "See you at 1:30."
Pat and Dave waited in the conference room for the younger employees. Pat
looked at her watch and said, "I can't believe Nate is only two years older than
Amanda." Dave commented, "It's that military thing. Grows them up quick." Pat
shrugged, "Maybe, but neither one of them is here and we are supposed to start
in 1 minute." Dave looked at his watch and said, "I'll buy you coffee if Amanda
shows up first. You buy for me if it's Nate." Pat laughed, "I'll buy you coffee, but
no deal" just as the door swung open and Nate slid into a seat. "Hey, did you see
those playoffs! I was down at Clancy's and caught the slow elevator back. Just
barely on time! What's going on, Ma'am? Sir?" He put his notebook down and
pulled out the budget reports and goals statements that had been requested for
the meeting. Dave asked Nate about the game and started telling him about an
earlier year's series that he had witnessed in person. Nate said, "So that's how
you did the terrific ‘Sports, bars, stars, and restaurants in Baltimore' series! That
was so great. My mom's sister sent me magazines every month I was in country.
All the guys loved that one." Pat interjected, "That was great work, Dave. We got
national recognition for that." The two men continued to chat and Pat continued
to look at her watch. At 1:10, she buzzed her secretary to find Amanda. Ten
minutes later, Amanda walked into the room, frowning, "I so forgot about the
meeting today. Why didn't anyone remind me? I was working really hard at
getting frequent traveler miles from the airline to use for my vacation next year.
Then, Sandy (Pat's secretary) interrupted me to come up here. Will this take
long? I have a massage scheduled at 5:30 across town and the last time I was
late, Paul took someone else in front of me! Can you believe that?" Pat began
talking. "I have asked Toby, the consultant who works with groups to spend the
afternoon with us. He will be here shortly. As you have seen from the projections
and reports from last year, Blue Lightning is no longer in first place in the Blue
Team rankings. Our production figures have slipped significantly. Our expenses
are nearly double what they were last year. Customer complaints about our lack
of concern are an embarrassment. We are in this together. 30 percent of our
regular income and 50 percent of our bonuses come from our combined efforts.
We have to figure out how to stop double efforts on some clients and missing
others altogether. When we call the same person on the same day with
approximately the same questions or information, we look disorganized and
unprofessional. Travel expenses show we are going to the same cities on
consecutive weeks to do the same business. Don't we share account information
about _____" arrayed around them. Figure 1 had curly hair and a big smile and
data that indicated that the rest of the team thought Figure 1 did not show up for
meetings on time, did not contribute a fair share to the group workload, did not
receive feedback well, did encourage innovation among team members, and was
fun and energetic. Figure 2, with a flattop haircut, was surrounded by data that
indicated Figure 2 showed up on time, prepared work assignments on time,
showed respect for all group members, and did not change his or her opinion
easily, even when appropriate. Figures 3 and 4 provided similar information. Toby
also had results combined from the four Blue Lightning members in response to
questions such as "How satisfied are you that your ideas are heard by the
team?" "How well does the team resolve differences of opinion? How well does
the team follow its own ground rules?" Please refer to this scenario for the
following question.
Which part of the high-performance team scorecard triggered Pat's request for
an intervention?
58. Blues Services, a large print publishing house, added two new employees
to one of its work group teams (Blue Lightning) last year to replace a retiree and
a promotion. The Blue Lightning team was responsible for global marketing and
advertising for several monthly print pieces: a travel journal, an eco-tourism
monthly, a food and restaurant guide with recipes, and an in-flight magazine for
a well-known commercial air carrier. Pat, a 40-something Hispanic female,
headed the team and had primary responsibility for the travel journal. Dave, a
60ish white male, had primary responsibility for the food and restaurant guide
and general long-term account management. Amanda, a new college graduate
with marketing major, was hired to replace Clyde, the retiree who was
like my high school aged daughter in so many ways! She talks all day on the
phone or to someone. She does her work while she talks and it has to be
checked and fixed most of the time. On the days she is out of the office, more
work gets done more smoothly. I let her travel as much as possible, but it is
eating up my budget." Toby commented, "You have to keep this team intact, as I
recall. You can't replace Amanda?" Pat shook her head. "We are it. Thank you for
agreeing to facilitate our session. We have to change something. What are you
going to do?" Toby said, "I'll do a deliberate team intervention. We should get a
long way this afternoon. I assume Dave is the same steady contributor he has
always been for you." Pat nodded, "See you at 1:30."
Pat and Dave waited in the conference room for the younger employees. Pat
looked at her watch and said, "I can't believe Nate is only two years older than
Amanda." Dave commented, "It's that military thing. Grows them up quick." Pat
shrugged, "Maybe, but neither one of them is here and we are supposed to start
in 1 minute." Dave looked at his watch and said, "I'll buy you coffee if Amanda
shows up first. You buy for me if it's Nate." Pat laughed, "I'll buy you coffee, but
no deal" just as the door swung open and Nate slid into a seat. "Hey, did you see
meeting today. Why didn't anyone remind me? I was working really hard at
getting frequent traveler miles from the airline to use for my vacation next year.
Then, Sandy (Pat's secretary) interrupted me to come up here. Will this take
long? I have a massage scheduled at 5:30 across town and the last time I was
late, Paul took someone else in front of me! Can you believe that?" Pat began
talking. "I have asked Toby, the consultant who works with groups to spend the
afternoon with us. He will be here shortly. As you have seen from the projections
and reports from last year, Blue Lightning is no longer in first place in the Blue
Team rankings. Our production figures have slipped significantly. Our expenses
are nearly double what they were last year. Customer complaints about our lack
of concern are an embarrassment. We are in this together. 30 percent of our
regular income and 50 percent of our bonuses come from our combined efforts.
We have to figure out how to stop double efforts on some clients and missing
others altogether. When we call the same person on the same day with
approximately the same questions or information, we look disorganized and
unprofessional. Travel expenses show we are going to the same cities on
consecutive weeks to do the same business. Don't we share account information
with each other? All of these products have similar client demographics, similar
market niches, and similar competitive profiles. We have to share. We have to
figure this out together. Now, we have to change something. Now. any questions
before Toby arrives?" Amanda fished through her purse, "Oh, Pat, I nearly forgot!
Daddy (the CEO of Blues Services) said ‘Thanks' for that report you rushed to
him yesterday. What projections and reports?" Nate flashed her the packet of
information. She said, "Oh, that looked too boring and too historical for me to
look through. Tell me what I need to know." Nate ignored her as he checked the
scores on his mobile. Amanda gave him a pitying look and said, "You men,
concerned about ball game scores at work! How just, un. . ." Pat smiled bleakly
and said, "Hello, Toby, I think you know everyone here." Toby shook hands all
around, except with Amanda who was busy putting on the hand lotion she had
finally found in her purse. Toby started, "Thanks for taking the time to complete
the questionnaires I sent you. I think Blue Lightning has a lot going for it, and
some areas to work on. I will show you what you told me, and then we will work
on this together." Toby's first slide showed four stick figures with "What we think
about _____" arrayed around them. Figure 1 had curly hair and a big smile and
data that indicated that the rest of the team thought Figure 1 did not show up for
meetings on time, did not contribute a fair share to the group workload, did not
receive feedback well, did encourage innovation among team members, and was
fun and energetic. Figure 2, with a flattop haircut, was surrounded by data that
indicated Figure 2 showed up on time, prepared work assignments on time,
showed respect for all group members, and did not change his or her opinion
easily, even when appropriate. Figures 3 and 4 provided similar information. Toby
also had results combined from the four Blue Lightning members in response to
questions such as "How satisfied are you that your ideas are heard by the
team?" "How well does the team resolve differences of opinion? How well does
the team follow its own ground rules?" Please refer to this scenario for the
following question.
Which of the following disciplines of high-performance teams is met best by the
team of Blue Lightning?
59. Blues Services, a large print publishing house, added two new employees
to one of its work group teams (Blue Lightning) last year to replace a retiree and
a promotion. The Blue Lightning team was responsible for global marketing and
advertising for several monthly print pieces: a travel journal, an eco-tourism
monthly, a food and restaurant guide with recipes, and an in-flight magazine for
a well-known commercial air carrier. Pat, a 40-something Hispanic female,
headed the team and had primary responsibility for the travel journal. Dave, a
60ish white male, had primary responsibility for the food and restaurant guide
and general long-term account management. Amanda, a new college graduate
with marketing major, was hired to replace Clyde, the retiree who was
responsible for the in-flight magazine. Nathan, an ex-army sergeant who did
much of his college work while on active duty, had responsibility for the eco-
tourism monthly. Pat had called a staff meeting to work on team productivity.
Numbers were down from a year ago. Expenses were doubled. Pat had talked to
the senior human resources consultant, Toby, before the meeting about this
team intervention. She told Toby, "I can't believe Nate is only two years older
than Amanda. He is so reliable and responsible. They both have great technical
skills. Remember? We didn't have to train either one of them at all in any of the
computer support. Mobiles, tablets, spreadsheets, they knew all of it. Amanda is
like my high school aged daughter in so many ways! She talks all day on the
phone or to someone. She does her work while she talks and it has to be
checked and fixed most of the time. On the days she is out of the office, more
work gets done more smoothly. I let her travel as much as possible, but it is
eating up my budget." Toby commented, "You have to keep this team intact, as I
recall. You can't replace Amanda?" Pat shook her head. "We are it. Thank you for
agreeing to facilitate our session. We have to change something. What are you
going to do?" Toby said, "I'll do a deliberate team intervention. We should get a
long way this afternoon. I assume Dave is the same steady contributor he has
always been for you." Pat nodded, "See you at 1:30."
Pat and Dave waited in the conference room for the younger employees. Pat
looked at her watch and said, "I can't believe Nate is only two years older than
Amanda." Dave commented, "It's that military thing. Grows them up quick." Pat
shrugged, "Maybe, but neither one of them is here and we are supposed to start
in 1 minute." Dave looked at his watch and said, "I'll buy you coffee if Amanda
shows up first. You buy for me if it's Nate." Pat laughed, "I'll buy you coffee, but
no deal" just as the door swung open and Nate slid into a seat. "Hey, did you see
those playoffs! I was down at Clancy's and caught the slow elevator back. Just
barely on time! What's going on, Ma'am? Sir?" He put his notebook down and
pulled out the budget reports and goals statements that had been requested for
the meeting. Dave asked Nate about the game and started telling him about an
earlier year's series that he had witnessed in person. Nate said, "So that's how
you did the terrific ‘Sports, bars, stars, and restaurants in Baltimore' series! That
was so great. My mom's sister sent me magazines every month I was in country.
All the guys loved that one." Pat interjected, "That was great work, Dave. We got
national recognition for that." The two men continued to chat and Pat continued
to look at her watch. At 1:10, she buzzed her secretary to find Amanda. Ten
minutes later, Amanda walked into the room, frowning, "I so forgot about the
meeting today. Why didn't anyone remind me? I was working really hard at
getting frequent traveler miles from the airline to use for my vacation next year.
Then, Sandy (Pat's secretary) interrupted me to come up here. Will this take
long? I have a massage scheduled at 5:30 across town and the last time I was
late, Paul took someone else in front of me! Can you believe that?" Pat began
talking. "I have asked Toby, the consultant who works with groups to spend the
afternoon with us. He will be here shortly. As you have seen from the projections
and reports from last year, Blue Lightning is no longer in first place in the Blue
Team rankings. Our production figures have slipped significantly. Our expenses
are nearly double what they were last year. Customer complaints about our lack
of concern are an embarrassment. We are in this together. 30 percent of our
regular income and 50 percent of our bonuses come from our combined efforts.
We have to figure out how to stop double efforts on some clients and missing
others altogether. When we call the same person on the same day with
approximately the same questions or information, we look disorganized and
unprofessional. Travel expenses show we are going to the same cities on
consecutive weeks to do the same business. Don't we share account information
with each other? All of these products have similar client demographics, similar
market niches, and similar competitive profiles. We have to share. We have to
figure this out together. Now, we have to change something. Now. any questions
before Toby arrives?" Amanda fished through her purse, "Oh, Pat, I nearly forgot!
Daddy (the CEO of Blues Services) said ‘Thanks' for that report you rushed to
him yesterday. What projections and reports?" Nate flashed her the packet of
information. She said, "Oh, that looked too boring and too historical for me to
look through. Tell me what I need to know." Nate ignored her as he checked the
scores on his mobile. Amanda gave him a pitying look and said, "You men,
concerned about ball game scores at work! How just, un. . ." Pat smiled bleakly
and said, "Hello, Toby, I think you know everyone here." Toby shook hands all
around, except with Amanda who was busy putting on the hand lotion she had
finally found in her purse. Toby started, "Thanks for taking the time to complete
the questionnaires I sent you. I think Blue Lightning has a lot going for it, and
some areas to work on. I will show you what you told me, and then we will work
on this together." Toby's first slide showed four stick figures with "What we think
about _____" arrayed around them. Figure 1 had curly hair and a big smile and
data that indicated that the rest of the team thought Figure 1 did not show up for
meetings on time, did not contribute a fair share to the group workload, did not
receive feedback well, did encourage innovation among team members, and was
fun and energetic. Figure 2, with a flattop haircut, was surrounded by data that
indicated Figure 2 showed up on time, prepared work assignments on time,
showed respect for all group members, and did not change his or her opinion
easily, even when appropriate. Figures 3 and 4 provided similar information. Toby
also had results combined from the four Blue Lightning members in response to
questions such as "How satisfied are you that your ideas are heard by the
team?" "How well does the team resolve differences of opinion? How well does
the team follow its own ground rules?" Please refer to this scenario for the
following question.
Which team KSA does Pat illustrate in her introductory comments to Blue
Lightning before Toby showed up for the meeting?
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
AACSB: Analytic
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 10-02 Recognize the disciplines of effective teams and dysfunctions of ineffective teams.
Topic: High-Performing Teams
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
60. Blues Services, a large print publishing house, added two new employees
to one of its work group teams (Blue Lightning) last year to replace a retiree and
a promotion. The Blue Lightning team was responsible for global marketing and
advertising for several monthly print pieces: a travel journal, an eco-tourism
monthly, a food and restaurant guide with recipes, and an in-flight magazine for
a well-known commercial air carrier. Pat, a 40-something Hispanic female,
headed the team and had primary responsibility for the travel journal. Dave, a
60ish white male, had primary responsibility for the food and restaurant guide
and general long-term account management. Amanda, a new college graduate
with marketing major, was hired to replace Clyde, the retiree who was
responsible for the in-flight magazine. Nathan, an ex-army sergeant who did
much of his college work while on active duty, had responsibility for the eco-
tourism monthly. Pat had called a staff meeting to work on team productivity.
Numbers were down from a year ago. Expenses were doubled. Pat had talked to
the senior human resources consultant, Toby, before the meeting about this
team intervention. She told Toby, "I can't believe Nate is only two years older
than Amanda. He is so reliable and responsible. They both have great technical
skills. Remember? We didn't have to train either one of them at all in any of the
computer support. Mobiles, tablets, spreadsheets, they knew all of it. Amanda is
like my high school aged daughter in so many ways! She talks all day on the
phone or to someone. She does her work while she talks and it has to be
checked and fixed most of the time. On the days she is out of the office, more
work gets done more smoothly. I let her travel as much as possible, but it is
eating up my budget." Toby commented, "You have to keep this team intact, as I
recall. You can't replace Amanda?" Pat shook her head. "We are it. Thank you for
agreeing to facilitate our session. We have to change something. What are you
going to do?" Toby said, "I'll do a deliberate team intervention. We should get a
long way this afternoon. I assume Dave is the same steady contributor he has
