See attachedPlease run a tunitin report because the last two papers were plagiarizedFor this Module 4 Case Assignment, you will complete the following:Conduct a personal evaluation of your team.In reality, you have been assessing the team all the way through the course, but in this Case, you are going to condense your analysis into a format that will become the basis for an action plan for continuous improvement and team learning in the SLP for this module.Review your SLPs, Cases, and Discussion forums from Modules 1-3, and for each question on the left side of the table (below), answer yes or no and list appropriate actions for improvement on the right side.Conclude your findings by summarizing what you have found with your assessment.Keys to the AssignmentThis Case Assignment should be a minimum of five pages (excluding title and references pages) and include at least three scholarly sources. The assignment should be written in essay format and include a title page, an introduction, a body of work, a conclusion, and a reference page that address the following:Team DesignIs the chosen leadership structure optimal for guiding and ensuring team success?Are there adequate opportunities for the development of ideas and creativity?Team ClimateIs trust established individually between members and through team task assignments?Is there an open dialogue regarding team and individual responsibilities and accountability?Team ResourcesDid the team develop a communication plan? If so, what are the details and purpose of the plan?Does the team make use of relevant collaboration tools? Which tools are used and what is the agreed-upon frequency of use?Team Norms and ProceduresWhat agreed-upon norms guide team communication?What procedures are in place to assist in the management and accomplishment of team projects and tasks?Team ImprovementWhat procedures are in place for ensuring success by capturing knowledge for later assessment and learning?Does the team actively assess and monitor areas of improvement? If so, how?Which areas need improvement, and what is needed to make these improvements?Case Assignment ExpectationsYour paper will be evaluated using the following five criteria:Assignment-Driven Criteria (Precision and Breadth): Does the paper fully address all Keys to the Assignment? Are the concepts behind the Keys to the Assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?Critical Thinking (Critical Thinking and Depth): Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?Business Writing (Clarity and Organization): Is the paper well written (clear, developed logically, and well organized)? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included in all papers? Are paraphrasing and synthesis of concepts the primary means of responding to the Keys to the Assignment, or is justification/support instead conveyed through excessive use of direct quotations?Effective Use of Information (Information Literacy and References): Does the paper demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used in paper provide strong support for conclusions drawn, and do they help in shaping the overall paper?Citing Sources: Does the student demonstrate an understanding of APA Style of referencing, by the inclusion of proper end references and in-text citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all end references been included within the body of the paper as in-text citations?Upload your paper into the Case Dropbox by the end of the module.Like many work situations, we had no input into who would be a part of Team Alpha. Being professionals focused on success, we pushed forward and have found ways to blend our working styles to get the job done. Team norms dictate how team members will interact, communicate, and conduct themselves as members of the team that they are a part of. (Karten, 2003). The four norms to be discussed here are: Responsibility, Accountability, Availability, and Open-Mindedness. All four played a part in our struggles and success as a team. This exercise will analytically explore where we stumbled, how we grew from the experience and some key items we could have done differently.Key Norms in ActionVirtual teams must invest some extra effort in establishing norms to overcome the lack of daily interaction with members (Settle-Murphy, 2012). The norms we successfully employed have kept us moving forward and working as a unit. Responsibility can be shared amongst the team, and is a burden carried by those who “roll up their sleeves and get the job done“(Goldman, n.d.). As achieving adults, we exemplify this particular trait individually; after close interaction throughout this class, our team does as well. While there was no conversation on this norm, the level of effort and passion was tangible as our team worked together. Accountability works hand in hand with responsibility and warrants major focus by all teams. Processes to hold team members accountable for violating norms should be in place for every team. Establishing consequences will keep team members aligned on expectations and delivery, while also providing resolution steps before conflict escalates (Avery, 2014).In order for the process of communication to work, the availability norm must be addressed by all team members to be successful. While availability may be difficult in an online environment, this norm needs to be at the forefront of the team building process. This entire class was built from students who were not familiar with each other, which made this exercise difficult. Those that are most like to succeed at working remotely are people who have worked with others at the main worksite before, have similar work styles, rely on one another, and have access to high end technology (Wilkie, 2019). Open-mindedness is valuable in teamwork, especially in today’s culturally diverse work environments. The norm operates by allowing members a chance to be open about their ideas and behavior and approach each encounter uniquely (Mitchell & Boyle, 2015). The norm also ensures that members adapt well to the team with an attitude that is willing to learn and try new things to support each other and the organization.Problems EncounteredIn our case the most significant issues were either from a lack of norms or from everyone operating with different values in unspoken norms. While we never got on a call and came to an agreement about how we would interact, each of us took ownership for different layers of interaction as well as discrete sections of the group assignments. Our team motivator has done an outstanding job of engaging the team and prompting conversations outside of the assignments. Without his efforts we would still be a group of individuals trying to get aligned. The team leader has evolved her communication style as the group has come together to make the details of working together less painful for all.In the beginning, our approaches varied widely. By owning the process of distributing the assignments, the team editor found things worked better when clear design choices were made and communicated earlier. In this manner, everyone would craft their topics with the same subheadings, and everything could be folded together. As opposed to one person writing a full paper, two others working on their assigned topic, and the last providing significant reference material, but no critical thought. In any group, accountability exists on a spectrum spanning from none at all to fully answerable for ones actions. Within the setting of Team Alpha, the group has been very accountable for any mistakes they may have made. The team has been flexible with those who have complied with communicated submission norms, albeit later than expressed. Some members have missed deadlines, but rather than quit and hold back the team, they have held themselves accountable and gotten the information or assignment delivered as soon as possible. We have created a sense of pride per se within our team that also helps members hold themselves accountable for their work (LaBrosse, 2010). This, factored in with each team member delivering excellent work and working well together, has made the unspoken norms around accountability successful for the team. In the early days of Team Alpha, our team seemed confused on how we should communicate. Members being in different time zones, and two members of the team not communicating until the second module held us back as a group. Failing to address any norms, gave way to members not trusting each other. While it is commonly accepted that communication is the key to teams coming together, making the time for that communication is also necessary. The norm of availability ensures new ideas are shared, and team relationships are built and nurtured in a productive, respectful manner (Communication Matters, n.d). In the case of Team Alpha, the norm of availability was not addressed until the second week. At that pivot point, the effects of not working well together had consequences for our grades. With the failure fresh in our minds, we pushed forward in multiple formats until we found one that worked for everyone.Although open-mindedness is valuable, it can also be bad for the team. In particular, being open-minded means that team members are willing to listen to other ideas and opinions and consider the possibility that everyone is right. While this may be important in the workplace, it can sometimes be detrimental to the workload. For instance, while welcoming everyone’s ideas, teams may end up wasting a lot of time listening and sieving through all the information. It may also make the team vulnerable to bad ideas and poor reasoning.Success in the Face of AdversityThe unifying factor on Team Alpha is that we do not quit. There is always a way to succeed, and we will find it. A good portion of our success has been due to the close alignment we have in terms of how we define responsibility and accountability. As noted above, these two qualities work closely together, and fortunately for us they are two of our strengths. This harmony in approach helped us move past the other obstacles we encountered.The success of Team Alpha was self-evident as the class started. While other teams seemed to lose members due to various reasons, we were the only team to stay together. Availability for this team came from text messages, and the utilization of the discussion board. Utilizing inputs from all team members concerning availability, the consensus of meeting together in the second week would give all team members time to work their case and in the second week, communicating our ideas to craft our SLP with input from all. Availability for team members came at different times with one team member leading the way with direction and establishing availability norms. Effective virtual leaders work diligently to connect team member’s by actively facilitating collaboration and creating the team culture (Conley, 2020), and we had finally managed to do so!To overcome the obstacles posed by open-mindedness, the best way is to have proper time management. Our team did this by putting deadlines on each portion of our Session Long Project to ensure that we had time to digest the topic, consolidate it and have open dialogue when things didn’t make sense. While it is important to listen to everyone’s ideas, it is also important not to waste valuable time listening and doing no work. Additionally, the team leader needs to be clear about when and to what extent they might consider everyone’s ideas. Because this is a virtual team and all of our schedules are different, Adriana and Cameron did a great job of being open-minded and wrangled everyone’s ideas into one clear team thought.Hindsight is 20/20Having crossed the halfway point in this class, the struggles experienced by Team Alpha indicate some significant changes are needed moving forward. LaBrosse (2010) lists six tips for better communication; half of these would have helped us immensely: 1) Schedule regular communication, 2) Establish rules of responsiveness, and 3) Create standards that build a cohesive culture. All three of these concern having structure for the interaction of the team. We found early on that by having one leader driving the vision we did much better. This recommendation for structure makes logical sense, but was not intuitively reached.By having planned touchpoints and check in times we could have all budgeted an appropriate amount of time for team discussions. This would have reduced or eliminated the barrage of text messages received when trying to spend rare time with the family or during the work day. In the absence of any real formalized schedule early on, our team did surprisingly well with conforming to self-imposed task deadlines and communication targets. With the addition of structure to our communications, we could have relieved some of the shorter scope stress experienced by team leadership, and the periods of aimlessness experienced by the team. Once we came to a consensus on when members were available, and what platforms of communication we would use, things went much smoother as the norm of availability was at the forefront for the entire team. One of the biggest drivers to ensure virtual team members are engaged and committed to a shared goal is being available for the team (Organizational Behavior, n.d.).Parallel to the need for structure in scheduling, the expectations of feedback or acknowledgment were left unspoken. Had responsiveness levels been explicitly agreed upon, the time between touchpoints would not have been spent in inner turmoil, chipping away at the trust in the team. Similarly, we could have adjusted our collective writing style more efficiently with the comments provided to each assignment, had we added structure by explicitly agreeing upon what “deliverable content” was. This was eventually addressed with successful outcomes, and should be noted for future team endeavors.Being open-minded does not only mean accepting other people’s ideas, tolerating them, or expressing some degree of flexibility. It also means having the right attitude and complementing it with actions. Teams can improve open-mindedness by letting go of prejudices, stubbornness, and being flexible. Teams should adopt a culture of expecting and embracing multiple possibilities, opportunities, suggestions, or perspectives. At the same time, they should learn how to discard some of the ideas they feel are not suitable, but in a way that does not adversely affect team members.In conclusion, Team Alpha has a proven record in leading the way! While our team experienced communication issues problematic to any new team, leadership and coordination continues to be paramount to our success. Over the course of this Sessions Long Project, we are proud to announce, our team is now successful with coordination and communication. Our team has defined the problems/limitations associated with our team behavior. We have successfully found ways to overcome obstacles and identify functional norms, which established the smooth process of our great team. ReferencesAvery, C. (2014). Taking Responsibility for Teamwork. Retrieved from https://www.businessknowhow.com/manage/respteam.htmCommunication Matters (n.d.). What are your team’s communication norms? Communication Matters, Executive Coaching and Training. Retrieved from https://www.commmatters.comConley, R. (2020). 12 new habits for leading in a virtual environment. Ken Blanchard Companies. Retrieved from https://www.resources.kenblanchard.comGoldman, M. (n.d.). Accountability VS Responsibility. Retrieved 2021, from https://www.mike-goldman.com/accountability-vs-responsibilityKarten, N. (2003). Creating Team Norms. Retrieved from http://www.stickyminds.com/sitewide.asp?Function=edetail&ObjectType=COL&ObjectId=6736LaBrosse, M. (2010) “6 Rules for Better Communication in Virtual Teams.” Computer World online. Retrieved from: http://www.computerworld.com/s/article/9179543/6_rules_for_better_communication_in_virtual_teams?taxonomyId=14&pageNumber=2Mitchell, R., & Boyle, B. (2015). Professional diversity, identity salience, and team innovation: The moderating role of openmindedness norms: Professional diversity and team innovation. Journal of Organizational Behavior, 36(6), 873-894.Organizational Behavior (n.d.). Critical success factors for virtual teams. Retrieved from https://wwww.managementsstudyguide.comSettle-Murphy, N. (2012). “Untangle your Virtual Team with 10 Most-Needed Norms.” Guided Insights online. Retrieved from: https://www.guidedinsights.com/10-new-norms-to-untangle-your-virtual-team/Team Norms. (2009). Retrieved from http://www.wilsonmar.com/teamnorm.htm#AssemblyWilkie, D. (2019). Are companies ending remote work? SHRM. Retrieve from https:www.Shrm.org
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