Creating high performance teams

CREATING HIGH PERFORMANCE TEAMS
APPLIED STRATEGIES AND TOOLS FOR
MANAGERS AND TEAM MEMBERS

Creating High Performance Teams is an accessible and thorough new
introduction to this key area of business education. Written by teams experts
Ramon J. Aldag and Loren W. Kuzuhara, this book provides students with
both a firm grounding in the key concepts of the field and the practical tools
to become successful team managers and members. Built on a solid foundation of the most up-to-date research and theory, the chapters are packed
with case studies, real-world examples, and tasks and discussion questions,
while a companion website supports the book with a wealth of useful resources for students, team members, and instructors.
Centered around an original model for high performance teams, topics
covered include the following:
•
•
•
•
•
•

Building and developing effective teams
Managing diversity
Fostering effective communication
Team processes—meetings, performance management
Dealing with change and team problems
Addressing current issues—virtual teams, globalization

With its combined emphasis on principles and application, interwoven
with the tools, topics, and teams issues most relevant today, Creating High
Performance Teams is perfectly placed to equip upper-level undergraduate

and MBA students with the knowledge and skills necessary to take on teams
in any situation.

Ramon (Ray) J. Aldag is a professor in the Department of Management
and Human Resources at the Wisconsin School of Business, University of
Wisconsin–Madison, USA. He holds the Glen A. Skillrud Family Chair in
Business.
Loren W. Kuzuhara is a teaching professor in the Department of Management
and Human Resources at the Wisconsin School of Business, University of
Wisconsin–Madison, USA.


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CREATING
HIGH PERFORMANCE
TEAMS
Applied Strategies and
Tools for Managers and Team Members

RAMON J. ALDAG AND LOREN W. KUZUHARA


First published 2015
by Routledge
711 Third Avenue, New York, NY 10017
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business

© 2015 Taylor & Francis
The right of Ramon J. Aldag and Loren W. Kuzuhara to be identified as
authors of this work has been asserted by them in accordance with
sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or
utilised in any form or by any electronic, mechanical, or other means, now
known or hereafter invented, including photocopying and recording, or in
any information storage or retrieval system, without permission in writing
from the publishers.
Trademark notice: Product or corporate names may be trademarks or
registered trademarks, and are used only for identification and explanation
without intent to infringe.
Library of Congress Cataloging-in-Publication Data
Aldag, Ramon J., 1945–
Creating high performance teams : applied strategies and tools for
managers and team members / Ramon J. Aldag and Loren W. Kuzuhara.
pages cm
Includes bibliographical references and index.
1. Teams in the workplace. 2. Organizational behavior. I. Kuzuhara,
Loren W. II. Title.
HD66.A43 2015
658.4′022—dc23
2014025765
ISBN: 978-0-415-53491-8 (hbk)
ISBN: 978-0-415-53841-1 (pbk)
ISBN: 978-0-203-10938-0 (ebk)
Typeset in Sabon & Frutiger
by Apex CoVantage, LLC

For my wife, Deborah Douglas; our children, Kat Aldag,
Lizzie Aldag Carley, Drew Douglas, and Wyn Douglas; our daughter-in-law,
Shahree Douglas; our son-in-law, Eli Carley Olson; our grandson,
Anthony Fazzari; and our bichon frise, Lily.
RAMON J. ALDAG
For my wife, Lavina, my son, Daniel, and my daughter, Carolyn.
LOREN W. KUZUHARA


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BRIEF CONTENTS

List of Figures
A Visual Tour of Creating High Performance Teams

xvii
xxiii

CHAPTER 1

Teams: Opportunities and Challenges

1

CHAPTER 2

Designing the Team System

26

CHAPTER 3

Building and Developing the Team

48

CHAPTER 4

Socializing, Building Trust, Training, Motivating,
and Leading Teams

67

CHAPTER 5

Managing Team Diversity

111

CHAPTER 6

Fostering Effective Communication in Teams

143

CHAPTER 7

Facilitating Team Processes

162

CHAPTER 8

Managing Change in Teams

193

CHAPTER 9

Dealing with Team Problems

210

CHAPTER 10

Teams: Evaluating Team Effectiveness

245

CHAPTER 11

The New Teams:
Virtual, Global, Connected, and Self-Managing

269

Designing and Implementing Team-Based
Organizations

302

Teams Summary and Integration

324

CHAPTER 12

CHAPTER 13

Glossary
Subject Index
Author Index

339
369
380


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CONTENTS

List of Figures
A Visual Tour of Creating High Performance Teams
CHAPTER 1

CHAPTER 2

xvii
xxiii

Teams: Opportunities and Challenges

1

Learning Objectives
Team Management and Why It Matters
Maximizing the Value of This Text for
Your Career Success
Differences between Groups and Teams
Types of Teams in Organizations
Characteristics of Effective Teams
The Scholtes Team Model
The Hill and Anteby Model for Analyzing Teams
Practical Implications of the Hill and Anteby Model
John Maxwell’s “17 Indisputable Laws of Teamwork”
American Society for Quality’s International
Team Excellence Criteria
Common Problems with Teams
Five Dysfunctions of a Team
An Integrated Model for High Performance Teams
Summary and Integration

1
1

19

22
22
23
24

Designing the Team System

26

Learning Objectives
Designing a Team System
Developing Team Scope and Objectives: The Team Charter
Basic Elements of a Team Charter
Procedure for Developing a Team Charter
Practical Guidelines for Using a Team Charter
Developing a Team Project Timeline: Gantt Chart
Benefits of a Gantt Chart
Procedure for Developing a Gantt Chart
Practical Guidelines for Using a Gantt Chart
Developing a Role Responsibilities Matrix
What Is It?
Benefits of a Role Responsibilities Matrix
Procedure for Developing a Role
Responsibilities Matrix

26
26
27
27
30

30
32
34
34
36
37
37
39

5
6
7
11
12
13
16
17

39


CONTENTS

CHAPTER 3

CHAPTER 4

Practical Guidelines for Using a Role
Responsibilities Matrix
Developing a Team Dashboard

What Is a Team Dashboard?
Benefits
Procedure for Developing a Team Dashboard
Practical Guidelines for Using a Team Dashboard
Summary and Integration

39
41
41
42
43
44
44

Building and Developing the Team

48

Learning Objectives
Choosing a Team Size and Members
Selecting a Team Size
Staffing the Team
Strategies for Forming Effective Teams
Defining the Team’s Assignment
Planning the Team Effort
Developing the Team
Norms
Roles
Stages of Team Development
Building Team Spirit

Summary and Integration

48
48
48
50
50
52
52
53
53
55
58
60
62

Socializing, Building Trust, Training,
Motivating, and Leading Teams

67

Learning Objectives
Socializing Team Members
Team Socialization
Roles in Team Socialization
Identity Fusion
Team Cognition: Mental Models and Transactive
Memory Systems
Developing Trust within the Team
What Is Trust?

The Importance of Trust in Teams
Bases of Trust
Applying the Bases of Trust
“Swift Trust”
Managing Trust
The Fragility of Trust
Training Team Members
Importance of Team Training
Forms of Team Training
Motivating and Rewarding Team Members
Basics of Motivation
X

67
67
67
67
68
68
69
69
69
70
72
73
73
73
73
73
74

75
76


CONTENTS

CHAPTER 5

CHAPTER 6

Learning Theory
Need Theories of Motivation
Setting Effective Goals
Team-Based Rewards
Expectancy Theory
Equity Theory
Intrinsic Motivation
Group Potency and Collective Efficacy
Leading Teams
Leadership Defined
Emerging Perspectives
Leadership and Power
Leader Traits
Key Leader Behaviors and Skills
When Is Leadership Needed?
Transformational Leadership
Leader Affect and Group Mood
Summary and Integration

76

79
81
83
85
86
88
89
90
90
90
91
91
92
94
96
98
100

Managing Team Diversity

111

Learning Objectives
Managing Diversity
Forms of Diversity
Fostering Diverse Teams
Training for Tolerance
Rewarding Diversity Efforts
Developing Favorable Attitudes toward Diversity
Confronting the Challenges of Diverse Teams

Group Fault Lines
Managing Conflict
Providing a Bridge across Diversity
Protecting the Views of the Minority
Understanding Personality
Emotional Intelligence
Important Personality Dimensions
Recognizing Cross-Cultural Differences
Cultural Intelligence
Summary and Integration

111
112
113
113
114
114
114
115
115
116
116
118
120
121
124
129
129
133

Fostering Effective Communication in Teams

143

Learning Objectives
Functions of Communication
Understanding Communication Barriers
Semantics
Distraction
Misrepresentation

143
145
145
145
146
146
XI


CONTENTS

CHAPTER 7

CHAPTER 8

XII

Information Retention
Perceptual Factors

Overcoming Communication Barriers
Guidelines for Effective Speaking
Mastering Active Listening
Coaching and Counseling
Forms of Nonverbal Communication
Summary and Integration

146
149
149
150
152
153
153
155

Facilitating Team Processes

162

Learning Objectives
Designing and Conducting Team Meetings
Helping Team Members Become Acquainted
Providing a Facilitative Setting
Considering Spatial Arrangements
Giving Structure to Meetings: Before, During,
and After
Before the Meeting
During the Meeting
After the Meeting

Making Team Decisions
The Problem-Solving Process
PDCA: A Team Problem-Solving Process
Biases
Guidelines to Avoid Overreliance on
Concurrence Seeking
Using Special-Purpose Team Techniques
Summary and Integration

162
162
162
163
163

Managing Change in Teams

193

Learning Objectives
The Change Process
Balancing Forces for and against Change
Sources of Resistance to Change
Self-Interest
Uncertainty
Lack of Understanding and Trust
Differing Perceptions
Lack of Tolerance for Change
Approaches to Overcoming Resistance to Change
Logos

Ethos
Pathos
Other Approaches to Change
Team-Based Change: Team Insurrections
Managing Difficult Transitions

193
193
194
195
195
196
196
196
196
198
198
200
200
200
201
202

167
167
168
171
172
173
176

177
178
180
186


CONTENTS

1. Clearly Explain the Reasons for the Transition:
Show How Endings Ensure Continuity
2. Explain Why the Transition Is Occurring in
the Way It Is Occurring
3. Minimize Uncertainty: Define What Is Over
and What Is Not
4. Identify Who Is Losing What
5. Acknowledge Losses Openly and Sympathetically
6. Expect and Accept Signs of Grieving
7. Provide Fair Compensation for Losses
8. Facilitate the Coping of Those with Losses
9. Mark the Endings
10. Treat the Past with Respect
11. Plan for New Beginnings
Summary and Integration
CHAPTER 9

CHAPTER 10

202
203
203

203
203
204
204
204
204
204
204
205

Dealing with Team Problems

210

Learning Objectives
Diagnosing Team Problems
Types of Problem Team Behaviors
Practical Guidelines for Dealing with Problem Behaviors
Groupthink
Managing Conflict
A Conflict Model
Conflict Types
Potential Benefits of Conflict
Conflict Styles
Contingency Factors for Handling Conflict
Conflict-Intervention Approaches
Negotiating Good Outcomes
Managing Interteam Relations and Conflict
Strategies for Enhancing Interteam Cooperation
and Reducing Conflict

Turning around Failing Teams
Reviving Zombie Teams
Team Crisis Management
Team Culture Change
Summary and Integration

210
211
212
213
215
218
219
220
221
223
225
227
228
228

Teams: Evaluating Team Effectiveness

245

Learning Objectives
Overview of Evaluating Team Effectiveness
General Objectives of Traditional Performance
Evaluations
Challenges When Conducting Traditional

Performance Evaluations

245
245

229
231
231
231
234
237

247
247
XIII


CONTENTS

Overview of Team-Based Performance Evaluation Systems
Potential Benefits
Potential Drawbacks
Team Performance Evaluation Systems
General Characteristics of Effective Team Performance
Evaluation Systems
Common Mistakes When Using 360-Degree Feedback
Guidelines for Effective Team Feedback Sessions
Team Audit Support from the Organization and Top
Management
Methods for Linking Team Evaluation to

Performance Improvement
Tree Diagrams
Accountability Documents
Summary and Integration
CHAPTER 11

The New Teams: Virtual, Global,
Connected, and Self-Managing
Learning Objectives
The Changing Environment for Teams
Globalization
Increased Turnover
Growing Computer Literacy and the Explosion
of Information Technology
New Office Forms
Reduced Focus on Hierarchy
Robotics
Rate of Change
Virtual Teams
Benefits of Virtual Teams
Challenges of Virtual Teams
Leading Virtual Teams
Using e-Communications
Global Teams
Team Collaborative Technology
Self-Managing Teams
The Need for Self-Management
Consequences of Self-Management
Forms of Self-Management
Guidelines for Behavioral Self-Management

Cognitive-Focused Strategies for Self-Management
Self-Leadership in Teams
Behavioral Aspects of Team Self-Leadership
Cognitive Aspects of Team Self-Leadership
The Convergence
Summary and Integration

XIV

247
247
248
248
249
251
259
262
263
263
264
266

269
269
269
269
269
270
270
271

272
272
273
274
274
275
278
278
280
286
287
287
287
288
289
290
290
291
291
291


CONTENTS

CHAPTER 12

Designing and Implementing
Team-Based Organizations
Learning Objectives
Characteristics of Team-Based Organizations

Importance of Team-Based Organizations
Factors Driving the Movement toward Team-Based
Organizations
Benefits of Team-Based Organizations
Challenges Associated with Implementing Team-Based
Organizations
Readiness to Become a Team-Based Organization
Models of Team-Based Organizations
The Mohrman, Cohen, and Mohrman Team-Based
Organization Model
The Forrester and Drexler Team-Based
Organization Model
Best Practices for the Successful Implementation
of Team-Based Organizations
The Trent Model for Becoming an Effective Teaming
Organization
The Plan Phase
The Perform Phase
The Evaluate Phase
The Maintain Phase
Summary and Integration

CHAPTER 13

302
302
305
305
306
306

307
309
309
310
311
315
316
317
318
318
319
320

Teams Summary and Integration

324

Learning Objectives
Coming Full Circle: Revisiting the High Performance
Teams Model
Phase 1: Designing the Team System
Phase 2: Developing the Team
Phase 3: Facilitating the Team
Phase 4: Evaluating the Team
The Team Context: Organizational and External
Environments
Moving Forward: Opportunities to Develop Teamwork
and Team Management Skills as a Student
Take Academic Coursework and Participate in
Workshops on Teams

Join Student Organizations to Obtain Teamwork
and Team Management Experience
Join Student Competition Teams
Read Books, Newsletters, and Other Publications
Engage in Volunteer/Service Learning Team
Experiences

324
324
324
325
326
327
328
328
328
329
330
330
330
XV


CONTENTS

Join LinkedIn and Build Your Teamwork Network
Obtain Internships That Provide Opportunities for
Teamwork or Team Management
Opportunities to Develop Teamwork and Team
Management Skills as a Working Professional

Key Practical Takeaways for You as a Team Member
Key Practical Takeaways for You as a Team Leader
Journey’s End

Glossary
Subject Index
Author Index

XVI

331
331
331
332
334
335

339
369
380


FIGURES

Chapter 1: Teams: Opportunities and Challenges
Qualities That Employers Seek on
a Job Candidate’s Resume

3

FIGURE 1-2

Characteristics of Groups and Teams

6

FIGURE 1-3

Comparison of Types of Work Teams

8

FIGURE 1-4

The Hill and Anteby Model

14

FIGURE 1-5

Maxwell’s “17 Indisputable Laws of Teamwork”

17

FIGURE 1-6

The Five Dysfunctions of a Team

22

FIGURE 1-7

The High Performance Teams Model

24

FIGURE 1-1

Chapter 2: Designing the Team System
FIGURE 2-1

Sample Team Charter

28

FIGURE 2-2

Sample Gantt Chart

33

FIGURE 2-3

Sample Gantt Chart Set-Up

35

FIGURE 2-4

Sample Role Responsibilities Matrix

for a Fund Raising Project

38

FIGURE 2-5

Role Responsibilities Matrix Template

40

FIGURE 2-6

Sample Team Dashboard

42

FIGURE 2-7

Team Dashboard Gauge for Cholesterol

44

Chapter 3: Building and Developing the Team
FIGURE 3-1

Effects of Team Size

50

FIGURE 3-2

Team Roles

56

FIGURE 3-3

Stages of Group Development

59

Chapter 4: Socializing, Building Trust, Training,
Motivating, and Leading Teams
FIGURE 4-1

Measurement of Trust in Teams

69

FIGURE 4-2

Moderators and Consequences of the Impact
of Team Training

74


FIGURES

FIGURE 4-3

Operant Conditioning

77

FIGURE 4-4

The Need-Satisfaction Process

79

FIGURE 4-5

Maslow’s Hierarchy of Needs

80

FIGURE 4-6

Key Goal Characteristics

81

FIGURE 4-7

Factors Influencing Effectiveness
of Team-Based Rewards

84

FIGURE 4-8

The Job Characteristics Model

88

FIGURE 4-9

Group Potency, Collective Efficacy,
and Group Performance

90

FIGURE 4-10

Autocratic and Democratic Styles

93

FIGURE 4-11

Consideration and Initiating Structure

94

FIGURE 4-12

Some Substitutes for and Neutralizers
of Leadership

95

A Model of Group Emotional Contagion

99

FIGURE 4-13

Chapter 5: Managing Team Diversity
FIGURE 5-1

Dimensions of Emotional Intelligence

123

FIGURE 5-2

The Big Five Personality Dimensions

128

FIGURE 5-3

Some Roles of National Culture in Teams

132

Chapter 6: Fostering Effective Communication in Teams
FIGURE 6-1

Forms of Nonverbal Communications

154

Chapter 7: Facilitating Team Processes
Zones of Personal Space for Those Raised
in the United States

164

FIGURE 7-2

Seating Arrangements for Different Activities

166

FIGURE 7-3

Summary of Team Facilitation Diagnostic
Questions and Potential Interventions

170

FIGURE 7-4

The Problem-Solving Process

173

FIGURE 7-5

The PDCA Model

176

FIGURE 7-6

Steps in the Nominal Group Technique

184

FIGURE 7-1

Chapter 8: Managing Change in Teams

XVIII

FIGURE 8-1

The Lewin Change Model

194

FIGURE 8-2

Force Field Analysis

195

FIGURES

FIGURE 8-3

Sources of Resistance to Change

195

FIGURE 8-4

Individual Differences in Attitudes
toward Change

197

FIGURE 8-5

Change Approaches

198

FIGURE 8-6

The Rhetorical Triangle

198

FIGURE 8-7

Deciding When to Use the Change Approaches

201

Chapter 9: Dealing with Team Problems
FIGURE 9-1

Groupthink Model

217

FIGURE 9-2

A Conflict Model

219

FIGURE 9-3

Team Conflict Types and Examples

221

FIGURE 9-4

Conflict Styles

224

FIGURE 9-5

Fitting Conflict Style to the Situation

226

FIGURE 9-6

Conflict-Intervention Approaches

227

FIGURE 9-7a

Team Liaison Role

230

FIGURE 9-7b

Cross-Team Group

230

FIGURE 9-7c

Team Integrator Role

230

FIGURE 9-7d

Dual Team Memberships

230

Chapter 10: Teams: Evaluating Team Effectiveness
FIGURE 10-1

Cycle of Dysfunctional Teams

246

FIGURE 10-2

Common Problems with Traditional
Performance Evaluation Methods

247

FIGURE 10-3

Sources of Feedback for Team Evaluations

249

FIGURE 10-4

Key Areas and Critical Factors from
the TEaM Model

250

FIGURE 10-5

Kline and McGrath Team Performance Criteria

250

FIGURE 10-6

Common Mistakes Associated with
360-Degree Feedback Process Systems

252

Typical Sources of Feedback for Elements
of Team Systems

252

360-Degree Process for Evaluating Team 
Performance 

253

Sample Self-Evaluation Questions for Team
Evaluations

254

FIGURE 10-7

FIGURE 10-8

FIGURE 10-9

FIGURE 10-10 Summary of Suggested Team Feedback

Systems for Different Types of Teams

255
XIX


FIGURES

FIGURE 10-11 Sample Questions for Direct Report Evaluations,

Peer Evaluations, and Customer Evaluations
of Teams

257

FIGURE 10-12 Sample Excerpt from a 360-Degree

Feedback Report

258

FIGURE 10-13 Sample Action Plan Worksheet Based

on 360-Degree Feedback Process

260

FIGURE 10-14 Sample Tree Diagram Improving Customer

Service and Satisfaction at a Retail Store
FIGURE 10-15 Sample Accountability Document

263
265

Chapter 11: The New Teams: Virtual, Global, Connected,
and Self-Managing
FIGURE 11-1

Virtual Teams

273

FIGURE 11-2

Managing the Life Cycle of Virtual Teams

276

FIGURE 11-3

Practices of Effective Virtual-Team Leaders

277

FIGURE 11-4

Choosing When and How to Use
e-Communication Methods

278

LeafHopper: A thinkLet Example for
Divergent Thinking

283

Examples of thinkLets

284

FIGURE 11-5

FIGURE 11-6

Chapter 12: Designing and Implementing Team-Based
Organizations
FIGURE 12-1

A Team-Based Organization

303

FIGURE 12-2

A Traditional Functional Organizational Design

304

FIGURE 12-3

Readiness Review Assessment Questions
for Team-Based Organizations

309

Indicators of Readiness for Team-Based
Organizations

310

Mohrman, Cohen, and Mohrman Effectiveness
Framework for Team-Based Knowledge
Organizations

311

Mohrman, Cohen, and Mohrman Design
Sequence for Transition to a Team-Based
Organization

312

Key Tasks or Activities at Each Step in
the Design Sequence Model

312

FIGURE 12-4

FIGURE 12-5

FIGURE 12-6

FIGURE 12-7

XX


FIGURES

FIGURE 12-8

FIGURE 12-9

The Forrester and Drexler Team-Based
Organization Model

313

Keys and Off/Keys in the Team-Based
Organizational Performance Model

314

FIGURE 12-10 Key Elements for Success of Team-Based

Organizations

315

FIGURE 12-11 Best Practices for Team-Based Organizations

316

FIGURE 12-12 The Plan Phase of the Trent Model

317

FIGURE 12-13 The Perform Phase of the Trent Model

318

FIGURE 12-14 The Evaluate Phase of the Trent Model

318

FIGURE 12-15 The Maintain Phase of the Trent Model

319

Chapter 13: Teams Summary and Integration
FIGURE 13-1

The High Performance Teams Model

325

XXI


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A VISUAL TOUR OF
CREATING HIGH
PERFORMANCE TEAMS
Pedagogical Features
Creating High Performance Teams possesses a number of features that
are designed to engage students, enhance understanding of key concepts,
and facilitate the development of skills for effective team leadership and
membership.
The High Performance Teams Model
The High Performance Teams Model provides a basic integrated conceptual
framework that organizes the overall chapter topics covered in the text. It
shows the sequence of phases in which a team is formed, developed, and
enhanced through an ongoing process of evaluation and continuous refinement of the team system. This framework is useful in that it emphasizes that
teams must be structured and managed as a system and that a systematic
process is needed in order for team leaders and members to be effective.
Team Context: The Organization and The External Environment
Team Leader
Designing the
Team System

Developing
the Team

Facilitating
the Team

Evaluating
the Team

Team Members

Learning Objectives
Each chapter begins with a set of Learning Objectives, which note the things
the student should be able to do after reading the chapter. These objectives
provide both an introduction to the chapter’s content and a checklist to
ensure that the student has subsequently focused on all key issues.
Teams in the News
This feature provides examples of news stories from major publications and
websites that illustrate a wide variety of team issues from fields such as business, sports, and health care. These stories help students see the relevance of
team concepts, strategies, and tools as they affect the functioning and effectiveness of teams in the workplace. Many of these news stories also illustrate
useful strategies that team leaders use to develop their teams.


A VISUAL TOUR OF CREATING HIGH PERFORMANCE TEAMS

TEAMS IN THE NEWS: The Chilean Mine Disaster1
The Chilean Mine Disaster offers a dramatic example of the power of team leadership and teamwork under conditions of tremendous time pressure, threat,
and stress. On the afternoon of August 5, 2010, more than 700,000 metric tons
of rock collapsed, blocking the central passage to the tunnels in the San José

copper-gold mine in Chile’s Altacama Desert. A second earthquake followed two
days later. 33 men were trapped deep underground, their location and condition

Team Scholar
Team Scholar profiles present interviews with academicians who are experts
on team management and discuss what these experts have learned through
their research in the field. These profiles help students not only understand
the empirical research that is the foundation for much of the existing knowledge on team functioning and effectiveness but also learn about scholars’
views on the status and future directions of team research.

TEAM SCHOLAR
Astrid C. Homan, University of Amsterdam
Astrid C. Homan (Ph.D., 2006, University of Amsterdam) is an assistant professor of work and organizational psychology at the University of Amsterdam. Her
research interests include team diversity, team processes, team performance,
subgroup salience, leadership, and diversity beliefs. She is particularly interested in determining how to harvest the potential value in diversity. Her work is
published in outlets such as the Journal of Applied Psychology, Journal of Personality and Social Psychology, Organizational Behavior and Human Decision
Processes, and Academy of Management Journal.
1. What sparked your interest in diversity in work groups?
My first interest related to group processes, as I wondered why some groups
are productive and efficient, whereas other groups are not. I quickly found that
the composition of the group (on any dimension) was a strong predictor of the
processes that occurred within the group. As our societies and organizations
get more and more

Team Management Coach
This feature presents interviews with individuals who have experience with
leading and/or working on various types of teams and describes what they
have learned about team management as a result. Many interviewees offer
specific guidance to students regarding the actions they can take to become
more effective team leaders and members.

XXIV