6.1 This chapter discussed the characteristics of high-performing project teams. List the factors that characterize these teams and give examples of each one.
6.2 “Trust can actually encourage disagreement and conflict among team members.” Explain why this could be the case.
6.3 Identify the stages of group development. Why is it necessary for project teams to move through these stages in order to be productive?
6.4 Gersick’s model of punctuated equilibrium offers an alternative view of group development. Why does she suggest that some defining moment (such as an explosion of emotion) often occurs about midpoint in the project? What does this defining event accomplish for the team?
6.5 Explain the concepts of “task” and “psychosocial” outcomes for a project. Why are psychosocial outcomes so important for project team members?
6.6 Distinguish between the traditional, behavioral, and interactionist views of team conflict. How might each explain and treat a project team conflict episode?
6.7 Identify the five major methods for resolving conflict. Give an example of how each might be applied in a hypothetical project team conflict episode.
6.8 What are some of the guidelines for adopting a strategy of “principled negotiation”?
6.9 Explain the idea that we should “focus on interests, not positions.” Can you think of an example in which you successfully negotiated with someone else using this principle?