Teams and teamwork: A study of executive‐level teams

Lefton, R. E.; Buzzotta, V. R.

doi:10.1002/npr.4040070102

Cited by 8 publications

(1 citation statement)

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“…Wageman, Hackman, and Lehman (2005) noted that there are many instruments for measuring overall group process and performance, including consultant-developed, often online, rating formats that are meant to diagnose and assess group dynamics. As examples, they cited Cornelius Associates (2004); Lefton and Buzzotta (2005); Linkage Assessment Services (2004); Reliable Surveys Online (2005), and Parker's (1998) print compilation of 25 such tools. These instruments tend to have high face validity, and they are used to give feedback and interpret the results in comparison to norms derived from a large number of other groups.…”

Section: Introductionmentioning

confidence: 99%

Performance appraisal for groups: Models and methods for assessing group processes and outcomes for development and evaluation.

London¹

2007

Consulting Psychology Journal: Practice and Research

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This paper guides consulting psychologists in how to help managers and group leaders assess group members' reactions, behaviors, and performance. The results may be used for development in improving group performance and for evaluation in making decisions about group members' pay and assignments. Individual and group-level measures of conditions (pressures and opportunities), input, process, and outcomes are considered. The paper discusses who seeks group assessment, the multiple purposes of assessment, models of group process to guide assessment, what is assessed and when, methods for assessment, and who contributes to the assessment process. Implications for inculcating a culture of assessment and continuous learning within groups and organizations.

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Section: Introductionmentioning

confidence: 99%

Performance appraisal for groups: Models and methods for assessing group processes and outcomes for development and evaluation.

London¹

2007

Consulting Psychology Journal: Practice and Research

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Anatomy of a Creative Problem Solving Meeting

Weaver

1993

Journal of Creative Behavior

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Humour: an empowerment tool for the 1990s

Miller¹

1996

Management Development Review

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Addresses the value of laughter, play and a sense of humour as tools for improving communication, innovation and empowerment. Organizations around the world are hiring the author, and other facilitators, to deliver playful and humorous programmes designed to help team members develop a creative collaborative and customer‐centred culture. Lowering stress, improving interpersonal skills, increasing creativity and accelerating learning all can be accomplished by including fun in the workplace. These behaviours and skills support the empowered organization.

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Teams and teamwork: A study of executive‐level teams

Cited by 8 publications

References 0 publications

Performance appraisal for groups: Models and methods for assessing group processes and outcomes for development and evaluation.

Performance appraisal for groups: Models and methods for assessing group processes and outcomes for development and evaluation.

Anatomy of a Creative Problem Solving Meeting

Humour: an empowerment tool for the 1990s

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