D.2 Stages of Team Development (3) & D.3 Group Processes that Affect Team Effectiveness (2)

In which stage of Tuckman’s model do team members typically experience conflict as they clarify roles and establish norms?
A. Forming
B. Storming
C. Norming
D. Performing

B. Storming

A new project team is introduced to their task, and members are polite while trying to understand the group’s objectives. Which stage are they in?
A. Norming
B. Forming
C. Performing
D. Adjourning

B. Forming

Which stage is characterized by unity, collaboration, and development of shared understanding?
A. Norming
B. Storming
C. Performing
D. Adjourning

A. Norming

A team that is solving problems efficiently, achieving goals, and demonstrating innovation is most likely in which stage?
A. Forming
B. Storming
C. Performing
D. Norming

C. Performing

Which stage of Tuckman’s model specifically applies to temporary teams that eventually disband after the project?
A. Norming
B. Adjourning
C. Performing
D. Storming

B. Adjourning

According to Tuckman, when members are polite, test boundaries, and try to orient themselves with the group’s goals, they are in:
A. Performing
B. Forming
C. Norming
D. Storming

B. Forming

A marketing team keeps facing disagreements about responsibilities, but through open discussion they begin to clarify roles and slowly build trust. Which stage is this?
A. Storming
B. Norming
C. Performing
D. Adjourning

A. Storming

After several weeks of working together, a project team has developed smooth processes, members trust one another, and they collaborate naturally. Which stage of development are they in?
A. Forming
B. Storming
C. Norming
D. Performing

C. Norming

In Tuckman’s stages, which phase usually occurs before a group can reach high-level performance?
A. Norming
B. Adjourning
C. Storming
D. Forming

A. Norming

Which stage best represents the end of group life cycle, where members reflect on accomplishments and eventually separate?
A. Performing
B. Norming
C. Storming
D. Adjourning

D. Adjourning

According to the Punctuated Equilibrium Model, when do teams drastically revise their strategies?
A. At the first meeting
B. At the midpoint of the project
C. At the final stage of the project
D. Randomly during conflict

B. At the midpoint of the project

Which of the following best describes the Punctuated Equilibrium Model?
A. Teams gradually develop through linear stages.
B. Teams immediately perform at their best after forming.
C. Teams develop direction early, stick to it, then make major changes halfway.
D. Teams only succeed after conflict resolution.

C. Teams develop direction early, stick to it, then make major changes halfway.

A software development team sets an initial strategy on their first meeting. They stick with it for weeks, but halfway through the project, they completely change their approach to meet deadlines. This best illustrates:
A. Norming stage
B. Performing stage
C. Punctuated Equilibrium
D. Adjourning

C. Punctuated Equilibrium

team initially planned a simple marketing campaign. At the midpoint review, they realized they were behind and quickly revised their strategy, working with more urgency. This is an example of:
A. Storming
B. Punctuated Equilibrium
C. Norming
D. Performing

B. Punctuated Equilibrium

Which key feature distinguishes the Punctuated Equilibrium Model from Tuckman’s model?
A. It emphasizes midpoint shifts rather than gradual stages.
B. It focuses on team unity and collaboration.
C. It highlights conflict resolution as the core process.
D. It describes permanent teams only.

A. It emphasizes midpoint shifts rather than gradual stages.

Which dimension of team effectiveness focuses on the quality and quantity of output relative to goals?
A. Attitudes
B. Withdrawal Behaviors
C. Team Performance
D. Cohesion

C. Team Performance

A team member feels proud and motivated about being part of the group. Which dimension does this reflect?
A. Attitudes
B. Team Performance
C. Withdrawal Behaviors
D. Trust

A. Attitudes

A member consistently skips meetings and avoids collaboration. This is an example of:
A. Attitudes
B. Withdrawal Behaviors
C. Coordination
D. Taskwork

B. Withdrawal Behaviors

Which of the following is NOT part of the 3 dimensions of team effectiveness?
A. Team Performance
B. Attitudes
C. Taskwork
D. Withdrawal Behaviors

C. Taskwork

A software team delivers projects on time, but members report feeling disconnected and unhappy. Which dimension is lacking?
A. Withdrawal Behaviors
B. Team Performance
C. Attitudes
D. Cohesion

C. Attitudes

Which of the following is a type of demographic diversity?
A. Problem-solving style
B. Age and gender
C. Personality trait
D. Departmental role

B. Age and gender

Which type of diversity refers to differences in skills, knowledge, perspectives, and values?
A. Functional Diversity
B. Demographic Diversity
C. Psychological/Cognitive Diversity
D. Attitudinal Diversity

C. Psychological/Cognitive Diversity

A company creates a team with members from HR, IT, and Marketing. This illustrates:
A. Functional Diversity
B. Cognitive Diversity
C. Demographic Diversity
D. Homogeneity

A. Functional Diversity

A major benefit of team diversity is:
A. Faster high performance
B. Broader technical competencies
C. Immediate cohesion
D. Fewer conflicts

B. Broader technical competencies

A disadvantage of diverse teams is:
A. Limited problem-solving ability
B. Slower path to high performance
C. Narrower perspectives
D. Poor representation

B. Slower path to high performance

A multinational project team takes longer to align, but they generate innovative ideas. Which concept explains this?
A. Homogeneity
B. Cognitive Dissonance
C. Diversity
D. Withdrawal

C. Diversity

Which involves task-oriented behaviors needed to complete specific goals?
A. Taskwork
B. Teamwork
C. Cohesion
D. Coordination

A. Taskwork

Which involves process-oriented behaviors that enhance collaboration and performance?
A. Taskwork
B. Teamwork
C. Attitudes
D. Withdrawal Behaviors

B. Teamwork

A member contributes by researching and preparing slides for a presentation. This illustrates:
A. Teamwork
B. Taskwork
C. Norms
D. Attitudes

B. Taskwork

A member motivates others, helps reduce conflict, and ensures collaboration. This illustrates:
A. Cohesion
B. Taskwork
C. Teamwork
D. Performance

C. Teamwork

Which predictor focuses on rewards, goals, and training?
A. Group Composition
B. Organizational Context
C. Intragroup Processes
D. External Group Process

B. Organizational Context

Cognitive ability, personality traits, and demographic characteristics fall under:
A. Group Work Design
B. Group Composition & Size
C. Organizational Context
D. External Process

B. Group Composition & Size

Member task interdependence and goal interdependence are predictors related to:
A. Intragroup Processes
B. Group Work Design
C. Group Composition
D. External Processes

C. Group Composition

Cohesion, efficacy, and communication processes are examples of:
A. Intragroup Processes
B. Organizational Context
C. Group Work Design
D. Functional Diversity

A. Intragroup Processes

Communication outside the group and external interaction patterns belong to:
A. Intragroup Processes
B. External Group Processes
C. Group Composition
D. Organizational Context

B. External Group Processes

A company provides a reward system and consistent training for project teams. Which predictor is this?
A. Intragroup Processes
B. Group Work Design
C. Organizational Context
D. Group Composition

C. Organizational Context

Which process refers to choosing a course of action from available alternatives?
A. Communication
B. Decision-Making
C. Coordination
D. Collective Efficacy

B. Decision-Making

Conflict management is important in teams because it:
A. Defines informal rules
B. Resolves disagreements
C. Improves output quantity
D. Enhances withdrawal

B. Resolves disagreements

Coordination & planning involves:
A. Developing trust
B. Setting group norms
C. Integrating efforts to achieve goals
D. Expressing attitudes

C. Integrating efforts to achieve goals

Cohesion is defined as:
A. Group members being attracted and motivated to stay in the team
B. Formal rules that guide group behavior
C. Shared belief in task success
D. Decision-making efficiency

A. Group members being attracted and motivated to stay in the team

Which group process involves informal rules and expectations that guide behavior?
A. Trust
B. Norms
C. Communication
D. Collective Efficacy

B. Norms

Trust in teams can be best described as:
A. Willingness to rely on others, expecting competence and reliability
B. Belief that conflict will always be avoided
C. Rule enforcement mechanism
D. Focus on output quantity

A. Willingness to rely on others, expecting competence and reliability

Collective efficacy means:
A. Belief in individual skills only
B. Shared belief that the team can succeed
C. Strict following of rules
D. High-level decision-making

B. Shared belief that the team can succeed

A project group openly exchanges ideas and listens respectfully to one another. Which group process is demonstrated?
A. Cohesion
B. Communication
C. Norms
D. Trust

B. Communication

A sales team strongly believes they can exceed quarterly targets if they work together. This is an example of:
A. Withdrawal Behaviors
B. Decision-Making
C. Collective Efficacy
D. Norms

C. Collective Efficacy