The power of teams: Do self-managing work teams influence managers' perceptions of potency? Page: 31
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Stages of Team Development
Pseudo Team Heterogeneous, individualistic attitude; lack of shared vision;
no mutual accountability; confusion; faulty communication;
substandard performance; minimal influence potential
Potential Team Collective attitude develops; desire to work together is shared;
individualism fades; communication opens; initial team culture
develops; performance improves; limited influence potential
Real Team Collective attitude strengthens; mutual accountability increases;
norms and rules develop; fluent communication; conflict
considered non-threatening; effective performance; credible
High Performance Team Norms and rules firmly established; universal collective mind-set;
deep sense of solidarity and respect toward team and each other;
dynamic performance; proficient task ability; high influence
Note. Adapted from "The wisdom of teams: Creating the high-performance organization," by J.
R. Katzenbach and D. K. Smith, 1993, Boston, MA: Harvard Business School Press.
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Hass, Nicolette P. The power of teams: Do self-managing work teams influence managers' perceptions of potency?, thesis, December 2005; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc4961/m1/37/: accessed May 26, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; .