teamwork problem solving and decision making quizlet

Team Dynamics: Problem-Solving and Decision Making

• Teamwork and Team Leadership Table of Contents
• Fostering Communication & Promoting Cooperation
• Problem-Solving and Decision Making
• Handling Conflict
• Dealing with Power and Influence

1. Overview

• Different stages of team development call for different problem solving methods
• Problem solving requires the use of a systematic process
• The appropriate decision making method is determined by the amount of time available for the decision and the impact of the decision
• Effective decision making requires the use of smart techniques

2. Problem Solving in Team Development Stages

3. General Problem Solving Steps

• Defining the problem : phrase problem as probing questions to encourage explorative thinking; make explicit goal statement
• Establish criteria for evaluating the solution : identify characteristics of a satisfactory solution; distinguish requirements from desires
• Analyzing the problem : discover the root cause and extent of the problem
• Considering alternate solutions : brainstorm to generate many ideas before judging any of them
• Evaluate alternate solutions : use ranking-weighting matrix; check for issues/disagreement
• Deciding on a solution :  choose best answer to the problem from among all possible solutions
• Develop action plan : make team assignments with milestones(don’t underestimate time)
• Implementing the action plan : check for consistency with requirements identified in step 2
• Following up on the solution :  check up on the implementation and make necessary adjustments
• Evaluate outcomes and process :  review performance, process, and personal aspects of the solution

4. Decision Making Method Based on Time and Impact

5. Smart Decision Making is Enabled By. . .

• Modeling an open mind and asking for candid opinions
• What elements would you choose to change?
• What changes would you make to solve …?  
• Aligning rewards to team successes to ensure that individuals share what they know
• Ensuring that team members are aware of relevant roles and unique information required for team success
• Charging some team members to assume a position that opposes the team’s preference
• Creating an alternate team that attempts to find errors and weaknesses in the solution
• Using successive rounds of blind voting interspersed with discussions

6. Additional Readings

• Hartnett, T. (n.d). Consensus decision making. Retrieved from http://www.consensusdecisionmaking.org/
• UMass|Dartmouth (n.d.) 7 steps to effective decision making . Retrieved from https://www.umassd.edu/media/u massdartmouth/fycm/decision_ma king_process.pdf
• Sunstein, C.R. (2014).  Making dumb groups smarter.  Harvard Business Review, 92(12), 90-98. 
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• Last Updated: Jul 15, 2024 1:09 PM
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30 Teamwork Quiz Questions and Answers

A teamwork quiz is an assessment tool designed to evaluate an individual’s knowledge and understanding of teamwork principles, dynamics, and skills. It is typically used in educational or professional settings to assess a person’s ability to work effectively within a team and contribute to its success.

A teamwork quiz can cover various aspects of teamwork, including communication, collaboration, problem-solving, conflict resolution, leadership, and interpersonal skills. The quiz may consist of multiple-choice, true/false, or open-ended questions that require the participant to demonstrate their understanding of teamwork concepts and apply them in practical scenarios.

The purpose of a teamwork quiz is to assess an individual’s comprehension of teamwork principles and their ability to apply them in real-life situations. It helps identify areas of strength and areas that require improvement, allowing individuals to enhance their teamwork skills and contribute more effectively to team-based projects or tasks.

Want to assess your staffs online? Create an online quiz for free !

Teamwork quizzes are commonly used in team-building workshops, leadership training programs, and educational courses that emphasize collaborative work. They provide a structured way to evaluate and measure an individual’s teamwork competencies, promoting self-reflection and fostering continuous improvement in teamwork abilities.

Article outline

Part 1: 30 teamwork quiz questions & answers.

1. Which of the following best describes teamwork? a) Individuals working independently towards a common goal. b) Collaboration and cooperation among team members to achieve a shared objective. c) A competitive environment where individuals strive to outperform others.

Answer: b) Collaboration and cooperation among team members to achieve a shared objective.

2. What is the primary benefit of effective teamwork? a) Increased workload for team members. b) Improved decision-making and problem-solving. c) Individual recognition and rewards.

Answer: b) Improved decision-making and problem-solving.

3. Which of the following is an essential element of good communication in teamwork? a) Active listening. b) Dominating the conversation. c) Avoiding conflict.

Answer: a) Active listening.

4. How can team members demonstrate accountability? a) Blaming others for failures. b) Taking responsibility for their actions and outcomes. c) Avoiding participation in team activities.

Answer: b) Taking responsibility for their actions and outcomes.

5. What is the purpose of establishing team goals and objectives? a) To create unnecessary pressure on team members. b) To provide a clear direction and focus for the team. c) To assign blame in case of failure.

Answer: b) To provide a clear direction and focus for the team.

6. Conflict within a team can be constructive when: a) Team members avoid discussing differences. b) It leads to improved ideas and solutions. c) Team members refuse to compromise.

Answer: b) It leads to improved ideas and solutions.

7. What does it mean to be a proactive team member? a) Waiting for instructions from the team leader. b) Taking the initiative and seeking opportunities to contribute. c) Ignoring team objectives.

Answer: b) Taking the initiative and seeking opportunities to contribute.

8. How can trust be built within a team? a) Sharing sensitive information with unauthorized individuals. b) Being reliable and keeping promises. c) Encouraging unhealthy competition among team members.

Answer: b) Being reliable and keeping promises.

9. Which of the following is an effective way to resolve conflicts within a team? a) Ignoring the issue and hoping it goes away. b) Engaging in personal attacks. c) Openly discussing concerns and seeking a compromise.

Answer: c) Openly discussing concerns and seeking a compromise.

10. What is the role of a team leader in fostering teamwork? a) Micromanaging team members. b) Providing guidance, support, and clear communication. c) Ignoring team dynamics and conflicts.

Answer: b) Providing guidance, support, and clear communication.

11. How can diversity in a team contribute to its success? a) Diversity is irrelevant to team performance. b) It brings different perspectives and ideas. c) It leads to conflicts and decreased productivity.

Answer: b) It brings different perspectives and ideas.

12. How can team members demonstrate respect for one another? a) Gossiping and spreading rumors. b) Dismissing others’ opinions and ideas. c) Listening attentively and valuing different viewpoints.

Answer: c) Listening attentively and valuing different viewpoints.

13. What does it mean to collaborate effectively? a) Working independently without seeking input from others. b) Sharing information and resources to achieve common goals. c) Avoiding cooperation and relying solely on individual efforts.

Answer: b) Sharing information and resources to achieve common goals.

14. How can effective time management contribute to teamwork? a) It creates unnecessary stress and pressure on team members. b) It ensures tasks and deadlines are met efficiently. c) It allows team members to work individually at their own pace.

Answer: b) It ensures tasks and deadlines are met efficiently.

15. How can feedback benefit team members? a) It creates a negative work environment. b) It helps identify areas for improvement and promotes growth. c) It leads to conflicts and misunderstandings.

Answer: b) It helps identify areas for improvement and promotes growth.

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16. What is the importance of celebrating team achievements? a) It creates unhealthy competition among team members. b) It boosts morale and promotes a positive team culture. c) It discourages individual recognition and rewards.

Answer: b) It boosts morale and promotes a positive team culture.

17. What is the role of compromise in teamwork? a) It is unnecessary, and team members should always strive for their own interests. b) It ensures everyone’s needs and perspectives are considered. c) It leads to conflicts and compromises team performance.

Answer: b) It ensures everyone’s needs and perspectives are considered.

18. How can effective problem-solving contribute to teamwork? a) It discourages collaboration and encourages individual solutions. b) It fosters creativity and promotes collective decision-making. c) It creates unnecessary obstacles and delays.

Answer: b) It fosters creativity and promotes collective decision-making.

19. What is the impact of effective teamwork on employee satisfaction? a) No impact on employee satisfaction. b) Increased job satisfaction and engagement. c) Decreased motivation and interest in work.

Answer: b) Increased job satisfaction and engagement.

20. What is the purpose of establishing clear roles and responsibilities within a team? a) To create confusion and conflicts among team members. b) To promote accountability and ensure efficient task allocation. c) To avoid teamwork and rely on individual efforts.

Answer: b) To promote accountability and ensure efficient task allocation.

21. What is the role of active participation in team meetings? a) Remaining silent and passive during discussions. b) Contributing ideas, opinions, and constructive feedback. c) Disrupting the meeting and diverting attention from the agenda.

Answer: b) Contributing ideas, opinions, and constructive feedback.

22. How can effective teamwork contribute to innovation? a) It stifles creativity and discourages new ideas. b) It encourages collaboration and the exchange of diverse perspectives. c) It promotes a competitive environment where new ideas are discouraged.

Answer: b) It encourages collaboration and the exchange of diverse perspectives.

23. How can conflict resolution contribute to team cohesion? a) By avoiding conflicts and ignoring disagreements. b) By openly addressing conflicts and finding mutually beneficial solutions. c) By blaming others and refusing to compromise.

Answer: b) By openly addressing conflicts and finding mutually beneficial solutions.

24. How can recognition and appreciation contribute to teamwork? a) They have no impact on team morale and motivation. b) They boost morale and encourage continued effort and dedication. c) They lead to increased conflicts and unhealthy competition.

Answer: b) They boost morale and encourage continued effort and dedication.

25. How can effective teamwork contribute to organizational success? a) It has no impact on organizational success. b) It improves productivity, innovation, and overall performance. c) It creates unnecessary conflicts and decreases efficiency.

Answer: b) It improves productivity, innovation, and overall performance.

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26. How can empathy and understanding benefit teamwork? a) They create a hostile work environment. b) They promote trust, collaboration, and effective communication. c) They discourage cooperation and encourage individualism.

Answer: b) They promote trust, collaboration, and effective communication.

27. What is the importance of regular team evaluation and reflection? a) It has no impact on team performance. b) It allows for identifying areas of improvement and adjusting strategies. c) It creates unnecessary conflicts and decreases team morale.

Answer: b) It allows for identifying areas of improvement and adjusting strategies.

28. How can effective delegation contribute to teamwork? a) By assigning all tasks to a single team member. b) By distributing tasks based on individual strengths and abilities. c) By avoiding delegation and relying on individual efforts.

Answer: b) By distributing tasks based on individual strengths and abilities.

29. What is the impact of effective communication on team productivity? a) It has no impact on team productivity. b) It improves collaboration, reduces misunderstandings, and enhances efficiency. c) It creates conflicts and decreases overall productivity.

Answer: b) It improves collaboration, reduces misunderstandings, and enhances efficiency.

30. How can continuous learning and development contribute to teamwork? a) They have no impact on team performance. b) They promote growth, adaptability, and improved skill sets within the team. c) They discourage collaboration and discourage individual progress.

Answer: b) They promote growth, adaptability, and improved skill sets within the team.

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7 Strategies for Better Group Decision-Making

• Torben Emmerling
• Duncan Rooders

What we’ve learned from behavioral science.

There are upsides and downsides to making decisions in a group. The main risks include falling into groupthink or other biases that will distort the process and the ultimate outcome. But bringing more minds together to solve a problem has its advantages. To make use of those upsides and increase the chances your team will land on a successful solution, the authors recommend using seven strategies, which have been backed by behavioral science research: Keep the group small, especially when you need to make an important decision. Bring a diverse group together. Appoint a devil’s advocate. Collect opinions independently. Provide a safe space to speak up. Don’t over-rely on experts. And share collective responsibility for the outcome.

When you have a tough business problem to solve, you likely bring it to a group. After all, more minds are better than one, right? Not necessarily. Larger pools of knowledge are by no means a guarantee of better outcomes. Because of an over-reliance on hierarchy, an instinct to prevent dissent, and a desire to preserve harmony, many groups fall into groupthink .

• Torben Emmerling is the founder and managing partner of Affective Advisory and the author of the D.R.I.V.E.® framework for behavioral insights in strategy and public policy. He is a founding member and nonexecutive director on the board of the Global Association of Applied Behavioural Scientists ( GAABS ) and a seasoned lecturer, keynote speaker, and author in behavioral science and applied consumer psychology.
• DR Duncan Rooders is the CEO of a Single Family Office and a strategic advisor to Affective Advisory . He is a former B747 pilot, a graduate of Harvard Business School’s Owner/President Management program. He is the founder of  Behavioural Science for Business (BSB)  and  an advisor  to several international organizations in  strategic and team  decision-making.”, and a consultant to several international organizations in strategic and financial decision making.

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5.3 Collaboration, Decision-Making and Problem Solving in Groups

In this section:, cooperation and collaboration, problem solving and decision-making in groups and teams, group decision-making techniques.

When it comes to how groups work, they can be cooperative, collaborative, or a combination of both. What is the difference between cooperation and collaboration? The two terms are often used interchangeably but the distinction between them can be important. In The Construction of Shared Knowledge in Collaborative Problem Solving , Roschelle and Teasley define cooperative group work as “the division of labour among participants, as an activity where each person is responsible for a portion of the problem solving” and collaborative work is “a coordinated, synchronous activity that is the result of a continued attempt to construct and maintain a shared conception of a problem” (1995, p. 70). In many classes, students will cooperate on an assignment and one person will work on the visual aid, another will do the research, and someone else will do the writing.

If a group works collaboratively, everyone shares ideas and contributes to all aspects of the project. The advantage of this is that everyone can have input, have a chance to point out weaknesses, and make the end result better. The disadvantages of this are that it can take more time because the group has to make decisions together which can be chaotic and lead to interpersonal conflicts. This can be minimized by following the guidelines on how to deal with conflict in this textbook. In reality, most groups do a combination of cooperation and collaboration but in most cases, groups should try to be as collaborative as possible.

Lynn Power (2016) puts it well when she writes:

The reality is that true collaboration is hard — and it doesn’t mean compromise or consensus-building. It means giving up control to other people. It means being vulnerable. It means needing to know when to fall on your sword and when to back down. Collaboration is inherently messy. Great ideas need some tension; otherwise, they would be easy to make. And ultimately, members need to be respectful of other people’s roles, thoughts and what they bring to the table. And there also needs to be trusted.

No matter who you are or where you live, problems are an inevitable part of life. This is true for groups as much as for individuals. Some especially work teams are formed specifically to solve problems. Other groups encounter problems for a wide variety of reasons. A problem might be important to the success of the operation, such as increasing sales or minimizing burnout, or it could be dysfunctional group dynamics such as some team members contributing more effort than others yet achieving worse results. Whatever the problem, having the resources of a group can be an advantage as different people can contribute different ideas for how to reach a satisfactory solution.

Advantages and Disadvantages of Groups when Solving Problems and Making Decisions

Groups can make higher quality decisions and come up with more creative solutions to problems compared to individuals making decisions alone.

However, it is important to recognize that group decision-making is not without challenges. Some groups get bogged down by conflict, while others go to the opposite extreme and push for agreement at the expense of quality discussions. Groupthink occurs when group members choose not to voice their concerns or objections because they would rather keep the peace and not annoy or antagonize others. Sometimes groupthink occurs because the group has a positive team spirit and camaraderie, and individual group members don’t want that to change by introducing conflict. It can also occur because past successes have made the team complacent.

Often, one individual in the group has more power or exerts more influence than others and discourages those with differing opinions from speaking up (suppression of dissent) to ensure that only their own ideas are implemented. If members of the group are not really contributing their ideas and perspectives, however, then the group is not getting the benefits of group decision-making.

Characteristics of the Problem

When a group approaches a new problem, it is important to consider contextual factors as well as the characteristics of the group and the problem itself. When it comes to the nature of the problem, five common and important characteristics to consider are task difficulty, number of possible solutions, group member interest in problem, group member familiarity with problem, and the need for solution acceptance (Adams & Galanes, 2009).

• Task difficulty. Difficult tasks are also typically more complex. Groups should be prepared to spend time researching and discussing a difficult and complex task in order to develop a shared foundational knowledge. This typically requires individual work outside of the group and frequent group meetings to share information.
• Number of possible solutions. There are usually multiple ways to solve a problem or complete a task, but some problems have more potential solutions than others or may be creatively based.
• Group member interest in problem. When group members are interested in the problem, they will be more engaged with the problem-solving process and invested in finding a quality solution. Groups with high interest in and knowledge about the problem may want more freedom to develop and implement solutions, while groups with low interest may prefer a leader who provides structure and direction.
• Group familiarity with problem. Some groups encounter a problem regularly, while other problems are more unique or unexpected. Many groups that rely on funding have to revisit a budget every year, and in recent years, groups have had to get more creative with budgets as funding has been cut in nearly every sector. When group members aren’t familiar with a problem, they will need to do background research on what similar groups have done and may also need to bring in outside experts.
• Need for solution acceptance. I n this step, groups must consider how many people the decision will affect and how much “buy-in” from others the group needs in order for their solution to be successfully implemented. Some small groups have many stakeholders on whom the success of a solution depends. Other groups are answerable only to themselves. When a small group is planning on implementing a new policy in a large business, it can be very difficult to develop solutions that will be accepted by all. In such cases, groups will want to poll those who will be affected by the solution and may want to do a pilot implementation to see how people react. Imposing an excellent solution that doesn’t have buy-in from stakeholders can still lead to failure.

Steps in the Rational Decision-Making Process

Once a group encounters a problem, questions that come up range from “Where do we start?” to “How do we solve it?” While there are many approaches to a problem, the steps in the rational decision-making model are a good start.

Some decision-making techniques involve determining a course of action based on the level of agreement among the group members.  In the rational decision-making model, this is represented in Stage 6 – choosing the best alternative. Common ways to reach make this decision include majority, expert, authority, and consensus rule.

Majority Rule

Majority rule  is a commonly used decision-making technique in which a majority (one-half plus one) must agree before a decision is made. A show-of-hands vote, a paper ballot, or an electronic voting system can determine the majority choice.. Of course, other individuals and mediated messages can influence a person’s vote, but since the voting power is spread out over all group members, it is not easy for one person or party to take control of the decision-making process.

Minority Rule

Minority rule  is a decision-making technique in which a designated authority or expert has final say over a decision and may or may not consider the input of other group members. When a designated expert makes a decision by minority rule, there may be buy-in from others in the group, especially if the members of the group didn’t have relevant knowledge or expertise. When a designated authority makes decisions, buy-in will vary based on group members’ level of respect for the authority. For example, decisions made by an elected authority may be more accepted by those who elected them than by those who didn’t. As with majority rule, this technique can be time saving. Unlike majority rule, one person or party can have control over the decision-making process. This type of decision making is more similar to that used by monarchs and dictators. An obvious negative consequence of this method is that the needs or wants of one person can override the needs and wants of the majority. A minority deciding for the majority has led to negative consequences throughout history. The quality of the decision and its fairness really depends on the designated expert or authority.

Consensus Rule

Consensus rule  is a decision-making technique in which all members of the group must agree on the same decision. On rare occasions, a decision may be ideal for all group members, which can lead to unanimous agreement without further debate and discussion. Although this can be positive, be cautious that this isn’t a sign of groupthink. More typically, consensus is reached only after lengthy discussion. On the plus side, consensus often leads to high-quality decisions due to the time and effort it takes to get everyone in agreement. Group members are also more likely to be committed to the decision because of their investment in reaching it. On the negative side, the ultimate decision is often one that all group members can live with but not one that’s ideal for all members. Additionally, the process of arriving at consensus also includes conflict, as people debate ideas and negotiate the interpersonal tensions that may result.

Commonly used methods of decision making such as majority vote can help or hurt conflict management efforts. While an up-and-down vote can allow a group to finalize a decision and move on, members whose vote fell on the minority side may feel resentment toward other group members. This can create a win/lose climate that leads to further conflict. Having a leader who makes ultimate decisions can also help move a group toward completion of a task, but conflict may only be pushed to the side and left not fully addressed. Third-party mediation can help move a group past a conflict and may create less feelings of animosity, since the person mediating and perhaps making a decision isn’t a member of the group. In some cases, the leader can act as an internal third-party mediator to help other group members work productively through their conflict. The pros and cons of each of these decision-making techniques are summarized in Table 5.3 below.

Table 5.3 Pros and Cons of Agreement-Based Decision-Making Techniques

Let’s Focus: The Nominal Group Technique

The  nominal group technique  guides decision making through a four-step process that includes idea generation and evaluation and seeks to elicit equal contributions from all group members (Delbecq & Ven de Ven, 1971). This method is useful because the procedure involves all group members systematically, which fixes the problem of uneven participation during discussions. Since everyone contributes to the discussion, this method can also help reduce instances of social loafing. To use the nominal group technique, do the following:

• Silently and individually list ideas.
• Create a master list of ideas.
• Clarify ideas as needed.
• Take a secret vote to rank group members’ acceptance of ideas.

During the first step, have group members work quietly, in the same space, to write down every idea they have to address the task or problem they face. This shouldn’t take more than twenty minutes. Whoever is facilitating the discussion should remind group members to use brainstorming techniques, which means they shouldn’t evaluate ideas as they are generated. Ask group members to remain silent once they’ve finished their list so they do not distract others.

During the second step, the facilitator goes around the group in a consistent order asking each person to share one idea at a time. As the idea is shared, the facilitator records it on a master list that everyone can see. Keep track of how many times each idea comes up, as that could be an idea that warrants more discussion. Continue this process until all the ideas have been shared. As a note to facilitators, some group members may begin to edit their list or self-censor when asked to provide one of their ideas. To limit a person’s apprehension with sharing his or her ideas and to ensure that each idea is shared, I have asked group members to exchange lists with someone else so they can share ideas from the list they receive without fear of being personally judged.

During step three, the facilitator should note that group members can now ask for clarification on ideas on the master list. Do not let this discussion stray into evaluation of ideas. To help avoid an unnecessarily long discussion, it may be useful to go from one person to the next to ask which ideas need clarifying and then go to the originator(s) of the idea in question for clarification.

During the fourth step, members use a voting ballot to rank the acceptability of the ideas on the master list. If the list is long, you may ask group members to rank only their top five or so choices. The facilitator then takes up the secret ballots and reviews them in a random order, noting the rankings of each idea. Ideally, the highest ranked idea can then be discussed and decided on. The nominal group technique does not carry a group all the way through to the point of decision; rather, it sets the group up for a roundtable discussion or use of some other method to evaluate the merits of the top ideas.

Improving the Quality of  Group Decisions

An advantage to involving groups in decision-making is that you can incorporate different perspectives and ideas. For this advantage to be realized, however, you need a diverse group. In a diverse group, the different group members will each tend to have different preferences, opinions, biases, and stereotypes. Because a variety of viewpoints must be negotiated and worked through, group decision-making creates additional work for a manager, but (provided the group members reflect different perspectives) it also tends to reduce the effects of bias on the outcome. For example, a hiring committee made up of all men might end up hiring a larger proportion of male applicants (simply because they tend to prefer people who are more similar to themselves). But with a hiring committee made up of an equal number of men and women, the bias should be cancelled out, resulting in more applicants being hired based on their qualifications rather than their physical attributes. Having more people involved in decision-making is also beneficial because each individual brings unique information or knowledge to the group, as well as different perspectives on the problem. Additionally, having the participation of multiple people will often lead to more options being generated and to greater intellectual stimulation as group members discuss the available options.  Brainstorming is a process of generating as many solutions or options as possible and is a popular technique associated with group decision-making.

All of these factors can lead to superior outcomes when groups are involved in decision-making. Furthermore, involving people who will be affected by a decision in the decision-making process will allow those individuals to have a greater understanding of the issues or problems and a greater commitment to the solutions.

Effective managers will try to ensure quality group decision-making by forming groups with diverse members so that a variety of perspectives will contribute to the process. They will also encourage everyone to speak up and voice their opinions and thoughts prior to the group reaching a decision. Sometimes groups will also assign a member to play the devil’s advocate in order to reduce groupthink. The devil’s advocate intentionally takes on the role of critic. Their job is to point out flawed logic, to challenge the group’s evaluations of various alternatives, and to identify weaknesses in proposed solutions. This pushes the other group members to think more deeply about the advantages and disadvantages of proposed solutions before reaching a decision and implementing it.

The methods we’ve just described can all help ensure that groups reach good decisions, but what can a manager do when there is too much conflict within a group? In this situation, managers need to help group members reduce conflict by finding some common ground—areas in which they can agree, such as common interests, values, beliefs, experiences, or goals. Keeping a group focused on a common goal can be a very worthwhile tactic to keep group members working with rather than against one another. Table 5.4 summarizes the techniques to improve group decision-making.

Table 5.4 Summary of Techniques That May Improve Group Decision-Making

See  Appendix A: Case Studies

• Case Study 6: Diverse Teams Hold Court

Adapted Works

“ Group Decision-Making ” in Organizational Behaviour by OpenStax is licensed under a Creative Commons Attribution 4.0 International License .

“ Group Problem Solving ” in Business Communication for Success  by University of Minnesota is licensed under a  Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

“ Small Group Dynamics ” and “ Leadership, Roles, and Problem Solving in Groups ” in Communication in the Real World  by University of Minnesota is licensed under a  Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

“ Small Group Communication ” in Introduction to Communication (2nd edition), Indiana State University is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Adams, K., & Galanes, G. G. (2009). Communicating in groups: Applications and skills (7th ed). McGraw-Hill.

Delbecq, A. L., & Ven de Ven, A. H. (1971). A group process model for problem identification and program planning. The Journal of Applied Behavioral Scienc e, 7 (4), 466–92.

Power, L. (2016, June 6). Collaboration vs. cooperation: There is a difference.  Huffington Post . http://www.huffingtonpost.com/lynn-power/collaboration-vs-cooperat_b_10324418.html

Roschelle, J. & Teasley, S.D. (1995). The construction of shared knowledge in collaborative problem solving. http://tecfa.unige.ch/tecfa/publicat/dil-papers-2/cscl.pdf

Roschelle, J., & Teasley, S. D. (1995). The construction of shared Knowledge in collaborative problem solving. In C. O’Malley (Ed.). Computer Supported Collaborative Learning. NATO ASI Series , 128, 67-97. Springer. https://doi.org/10.1007/978-3-642-85098-1_5

Conflict Management Copyright © 2022 by Laura Westmaas, BA, MSc is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Module 8: Groups, Teams, and Teamwork

Types of teams, learning outcomes.

• Describe the advantages of teams.
• Describe the disadvantages of teams.
• Differentiate between task forces and cross-functional teams.
• Differentiate between virtual teams and self-managing teams.

Business organizations have both groups and teams. A group is formed around a common interest or purpose with the goal of sharing information, but there is no collective accountability. Work groups may consist of social clubs or volunteer efforts. A team’s focus is collective performance, with both individual and mutual accountability. For example, all of the people who work in accounting constitute a group, but people from each functional department who meet regularly to standardize financial procedures are a team. Before we look more closely at what constitutes an effective (high-performing) team, we will review the advantages and disadvantages of using teams in the workplace.

Advantages of Teams in the Workplace

Teams bring together people with diverse skills and make something that nobody could do alone.  A well-planned team improves motivation . Communication is higher on teams, and the diverse skill set means teams can discover new approaches.  Because teams have specific shared goals, team members usually enjoy greater autonomy, variety, task identity, task significance, and feedback. Teams often enjoy the social support for difficult tasks, improving morale and motivation.

Another benefit of teams is to improve product and service quality. Each Whole Foods grocery store operates with an average of ten “self-managed” teams, including produce, prepared foods, groceries, etc. Each store also has a team made up of just the team leaders from each team to facilitate communication and sharing. Each team takes responsibility for the quality of the products and service in its area.

Efficiency in product development is another advantage to building teams within the traditional hierarchy. Teams can analyze and identify dependent tasks in a nonlinear process, sometimes realizing startling improvements.

Employees also benefit from participating on teams. They develop relationships to people from other areas of the business and learn more about what is happening across functional department lines ( cross training ). A 2009 study by CG and WHU-Otto Beisheim School of Management of eighty global software development teams showed that members of effective teams are more motivated and report greater job satisfaction, which leads to fewer employees quitting.

Practice Question

Disadvantages of teams.

Not all teams are wildly successful. When companies do not make adequate efforts to create, build, and support strong teams, employees may initially become discouraged and leave the firm. You read in the first section about some of the behavioral problems related to teams, including social loafing . Another phenomenon that can happen in groups is groupthink . We’ll discuss this in more detail in the next section, but it involves the reluctance to speak out against the majority opinion in fear of upsetting other members and disrupting social cohesion. When a few people begin to speak for the whole team, individual members may not feel as responsible for the team’s success.

Teams are also ineffective when they lack leadership, when the decision making is not democratic, and when the team lacks expertise and necessary skills. Eventually, team members don’t feel accountable, and the team fails. Finally, some teams fail because the members are not adequately prepared or supported. Teams can’t perform well if they have no clear purpose, are not given autonomy, and don’t have the resources required.

Some individuals are not compatible with teamwork.  Workers must be selected to fit the team as well as requisite job skills. Conflict will develop between team members, so leaders must be able to step in.  And teams can be time-consuming due to the need for coordination and consensus.

PRactice Question

Companies create different types of teams for different purposes.

A cross-functional team is just what it sounds like—a team that pulls its members from across the different functional areas of an organization. For example, cross-functional teams may be composed of representatives from production, sales, marketing, finance, and legal. The strength of this type of team lies in its members having different functional backgrounds, education, and experience. The diversity of experience aids innovative problem solving and decision making.

Unfortunately, the very factors that give cross-functional teams strength can also lead to weaknesses. Without a strong leader and very specific goals, it may be hard to foster social cohesion in cross-functional teams and to create a system of accountability. A cross-functional team might be brought together to review and make recommendations on potential acquisitions or mergers.

A task force is a group or committee, usually of experts or specialists, formed for analyzing, investigating, or solving a specific problem. Quite often, a task force is formed in reaction to a problem or specific event, and once the job is done, the task force is disbanded. The goal of a task force is to offer solutions, support, and, if possible, create preventive measures for issues. Types of concerns that may generate task forces in the workplace include bullying, health and wellness, employee training, increasing customer sales, or improving employee job satisfaction. A project team is similar to a task force, but a project team is often ongoing and covers a wider range of tasks.

Virtual teams are groups of individuals working together with a common purpose but from different locations. People may be in different time zones or even different organizations. The obvious advantage of a virtual team is the low cost, both in time and money to maintain it. Meeting in virtual time increases flexibility for the members (no need to get dressed before the meeting!) and allows the organization to use the talent of people from around the globe. The idea of virtual teams is relatively new. However, according to the IQVIS management consulting firm, virtual teams have grown 80 percent in business use from 2005 to 2015. Virtual teams are possible thanks to advances in communications and technology, such as e-mail, the World Wide Web (Internet), videoconferencing, and other products.

Working across cultures can be as challenging as working cross-functionally. Working with different cultures means working with very different leadership styles and decision-making processes. In the United States, managers tend to gather data, make a quick decision, and move forward, making corrections as need. Northern Europeans prefer to slowly build consensus, whereas French schoolchildren are trained to debate and confront. Some business consultants will tell you that decisions in Japan are made in small, informal conversations before the formal meeting ever takes place.

In spite of these barriers, many companies have been adapting virtual teams. SAP is the world’s largest inter-enterprise software company with more than thirty thousand employees in sixty countries. It relies on virtual teams to survive. It has five headquarters around the globe, each one with a specific area of expertise shared via virtual meetings. IBM and General Electric are corporations that also depend on virtual team strategies.

Self-Managing Teams

A self-managed team is a group of employees that’s responsible and accountable for all or most aspects of producing a product or delivering a service. It could be thought of as a mini-company within a larger organization. Traditional organizations assign tasks to employees depending on their skills or the functional department (sales, finance, production). A self-managed team carries out the supporting tasks as well, such as planning and scheduling the technical workflow tasks, and human resource tasks such as managing vacations and absences. Team members may take turns leading and assuming technical responsibilities.

Because of the autonomy given to self-managed teams, these teams have greater ownership of the jobs they perform. Some benefits of self-managed teams are: team members share accountability for what they accomplish, which can be a great motivator; individuals have greater commitment to the task because they’re directly responsible for its results; and they take on some of a manager’s work so he can continue on other tasks.

However, self-managed teams are not without problems. Groupthink occurs more frequently with these teams. Members may struggle during the transition from supervisor-led management to self-management, possibly because of lack of interpersonal skills or poor implementation by the company. Not surprisingly, the most effective self-managing teams are found in companies where the corporate culture supports democratic decision making and the employees are generally well-educated.

Practice Questions

• Types of Teams. Authored by : John/Lynn Bruton and Lumen Learning. License : CC BY: Attribution
• Team meeting. Authored by : StartupStockPhotos. Located at : https://pixabay.com/en/startup-start-up-people-593343/ . License : CC0: No Rights Reserved

22 Working in Diverse Teams

Learning Objectives

• Describe how diversity can enhance decision-making and problem-solving
• Identify challenges and best practices for working with multicultural teams
• Discuss divergent cultural characteristics and list several examples of such characteristics in the culture(s) you identify with

Decision-making and problem-solving can be much more dynamic and successful when performed in a diverse team environment. The multiple diverse perspectives can enhance both the understanding of the problem and the quality of the solution. Yet, working in diverse teams can be challenging given different identities, cultures, beliefs, and experiences. In this chapter, we will discuss the effects of team diversity on group decision-making and problem-solving, identify best practices and challenges for working in and with multicultural teams, and dig deeper into divergent cultural characteristics that teams may need to navigate.

Does Team Diversity Enhance Decision Making and Problem Solving?

In the Harvard Business Review article “Why Diverse Teams are Smarter,” David Rock and Heidi Grant (2016) support the idea that increasing workplace diversity is a good business decision. A 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean. Similarly, in a global analysis conducted by Credit Suisse, organizations with at least one female board member yielded a higher return on equity and higher net income growth than those that did not have any women on the board.

Additional research on diversity has shown that diverse teams are better at decision-making and problem-solving because they tend to focus more on facts, per the Rock and Grant article. A study published in the Journal of Personality and Social Psychology showed that people from diverse backgrounds “might actually alter the behavior of a group’s social majority in ways that lead to improved and more accurate group thinking.” It turned out that in the study, the diverse panels raised more facts related to the case than homogeneous panels and made fewer factual errors while discussing available evidence. Another study noted in the article showed that diverse teams are “more likely to constantly reexamine facts and remain objective. They may also encourage greater scrutiny of each member’s actions, keeping their joint cognitive resources sharp and vigilant. By breaking up workforce homogeneity, you can allow your employees to become more aware of their own potential biases—entrenched ways of thinking that can otherwise blind them to key information and even lead them to make errors in decision-making processes.” In other words, when people are among homogeneous and like-minded (non-diverse) teammates, the team is susceptible to groupthink and may be reticent to think about opposing viewpoints since all team members are in alignment. In a more diverse team with a variety of backgrounds and experiences, the opposing viewpoints are more likely to come out and the team members feel obligated to research and address the questions that have been raised. Again, this enables a richer discussion and a more in-depth fact-finding and exploration of opposing ideas and viewpoints in order to solve problems.

Diversity in teams also leads to greater innovation. A Boston Consulting Group article entitled “The Mix that Matters: Innovation through Diversity” explains a study in which they sought to understand the relationship between diversity in managers (all management levels) and innovation (Lorenzo et al., 2017). The key findings of this study show that:

• The positive relationship between management diversity and innovation is statistically significant—and thus companies with higher levels of diversity derive more revenue from new products and services.
• The innovation boost isn’t limited to a single type of diversity. The presence of managers who are either female or are from other countries, industries, or companies can cause an increase in innovation.
• Management diversity seems to have a particularly positive effect on innovation at complex companies—those that have multiple product lines or that operate in multiple industry segments.
• To reach its potential, gender diversity needs to go beyond tokenism. In the study, innovation performance only increased significantly when the workforce included more than 20% women in management positions. Having a high percentage of female employees doesn’t increase innovation if only a small number of women are managers.
• At companies with diverse management teams, openness to contributions from lower-level workers and an environment in which employees feel free to speak their minds are crucial for fostering innovation.

When you consider the impact that diverse teams have on decision-making and problem-solving—through the discussion and incorporation of new perspectives, ideas, and data—it is no wonder that the BCG study shows greater innovation. Team leaders need to reflect upon these findings during the early stages of team selection so that they can reap the benefits of having diverse voices and backgrounds.

Challenges and Best Practices for Working with Multicultural Teams

As globalization has increased over the last decades, workplaces have felt the impact of working within multicultural teams. The earlier section on team diversity outlined some of the highlights and benefits of working on diverse teams, and a multicultural group certainly qualifies as diverse. However, there are some key practices that are recommended to those who are leading multicultural teams so that they can parlay the diversity into an advantage and not be derailed by it.

People may assume that communication is the key factor that can derail multicultural teams, as participants may have different languages and communication styles. In the Harvard Business Review article “Managing Multicultural Teams,” Brett et al. (2006) outline four key cultural differences that can cause destructive conflicts in a team. The first difference is direct versus indirect communication, also known as high-context vs. low-context communication . Some cultures are very direct and explicit in their communication, while others are more indirect and ask questions rather than pointing our problems. This difference can cause conflict because, at the extreme, the direct style may be considered offensive by some, while the indirect style may be perceived as unproductive and passive-aggressive in team interactions.

The second difference that multicultural teams may face is trouble with accents and fluency. When team members don’t speak the same language, there may be one language that dominates the group interaction—and those who don’t speak it may feel left out. The speakers of the primary language may feel that those members don’t contribute as much or are less competent. The next challenge is when there are differing attitudes toward hierarchy. Some cultures are very respectful of the hierarchy and will treat team members based on that hierarchy. Other cultures are more egalitarian and don’t observe hierarchical differences to the same degree. This may lead to clashes if some people feel that they are being disrespected and not treated according to their status. The final difference that may challenge multicultural teams is conflicting decision-making norms. Different cultures make decisions differently, and some will apply a great deal of analysis and preparation beforehand. Those cultures that make decisions more quickly (and need just enough information to make a decision) may be frustrated with the slow response and relatively longer thought process.

These cultural differences are good examples of how everyday team activities (decision-making, communication, interaction among team members) may become points of contention for a multicultural team if there isn’t adequate understanding of everyone’s culture. The authors propose that there are several potential interventions to try if these conflicts arise. One simple intervention is adaptation , which is working with or around differences. This is best used when team members are willing to acknowledge the cultural differences and learn how to work with them. The next intervention technique is structural intervention , or reorganizing to reduce friction on the team. This technique is best used if there are unproductive subgroups or cliques within the team that need to be moved around. Managerial intervention is the technique of making decisions by management and without team involvement. This technique is one that should be used sparingly, as it essentially shows that the team needs guidance and can’t move forward without management getting involved. Finally, exit is an intervention of last resort, and is the voluntary or involuntary removal of a team member. If the differences and challenges have proven to be so great that an individual on the team can no longer work with the team productively, then it may be necessary to remove the team member in question.

Developing Cultural Intelligence

There are some people who seem to be innately aware of and able to work with cultural differences on teams and in their organizations. These individuals might be said to have cultural intelligence . Cultural intelligence  is a competency and a skill that enables individuals to function effectively in cross-cultural environments. It develops as people become more aware of the influence of culture and more capable of adapting their behavior to the norms of other cultures. In the IESE Insight article entitled “Cultural Competence: Why It Matters and How You Can Acquire It,” Lee and Liao (2015) assert that “multicultural leaders may relate better to team members from different cultures and resolve conflicts more easily. Their multiple talents can also be put to good use in international negotiations.” Multicultural leaders don’t have a lot of “baggage” from any one culture, and so are sometimes perceived as being culturally neutral. They are very good at handling diversity, which gives them a great advantage in their relationships with teammates.

In order to help people become better team members in a world that is increasingly multicultural, there are a few best practices that the authors recommend for honing cross-cultural skills. The first is to “broaden your mind”—expand your own cultural channels (travel, movies, books) and surround yourself with people from other cultures. This helps to raise your own awareness of the cultural differences and norms that you may encounter. Another best practice is to “develop your cross-cultural skills through practice” and experiential learning. You may have the opportunity to work or travel abroad—but if you don’t, then getting to know some of your company’s cross-cultural colleagues or foreign visitors will help you to practice your skills. Serving on a cross-cultural project team and taking the time to get to know and bond with your global colleagues is an excellent way to develop skills.

Once you have a sense of the different cultures and have started to work on developing your cross-cultural skills, another good practice is to “boost your cultural metacognition” and monitor your own behavior in multicultural situations. When you are in a situation in which you are interacting with multicultural individuals, you should test yourself and be aware of how you act and feel. Observe both your positive and negative interactions with people, and learn from them. Developing “ cognitive complexity ” is the final best practice for boosting multicultural skills. This is the most advanced, and it requires being able to view situations from more than one cultural framework. In order to see things from another perspective, you need to have a strong sense of emotional intelligence, empathy, and sympathy, and be willing to engage in honest communications.

In the Harvard Business Review article “Cultural Intelligence,” Earley and Mosakowski (2004) describe three sources of cultural intelligence that teams should consider if they are serious about becoming more adept in their cross-cultural skills and understanding. These sources, very simply, are head, body, and heart . One first learns about the beliefs, customs, and taboos of foreign cultures via the head . Training programs are based on providing this type of overview information—which is helpful, but obviously isn’t experiential. This is the cognitive component of cultural intelligence. The second source, the body , involves more commitment and experimentation with the new culture. It is this physical component (demeanor, eye contact, posture, accent) that shows a deeper level of understanding of the new culture and its physical manifestations. The final source, the heart , deals with a person’s own confidence in their ability to adapt to and deal well with cultures outside of their own. Heart really speaks to one’s own level of emotional commitment and motivation to understand the new culture.

The authors have created a quick assessment to diagnose cultural intelligence, based on these cognitive, physical, and emotional/motivational measures (i.e., head, body, heart). Please refer to the table below for a short diagnostic that allows you to assess your cultural intelligence.

Cultural intelligence is an extension of emotional intelligence. An individual must have a level of awareness and understanding of the new culture so that he or she can adapt to the style, pace, language, nonverbal communication, etc. and work together successfully with the new culture. A multicultural team can only find success if its members take the time to understand each other and ensure that everyone feels included. Multiculturalism and cultural intelligence are traits that are taking on increasing importance in the business world today. By following best practices and avoiding the challenges and pitfalls that can derail a multicultural team, a team can find great success and personal fulfillment well beyond the boundaries of the project or work engagement.

Digging in Deeper: Divergent Cultural Dimensions

Let’s dig in deeper by examining several points of divergence across cultures and consider how these dimensions might play out in organizations and in groups or teams.

Low-Power versus High-Power Distance

How comfortable are you with critiquing your boss’s decisions? If you are from a low-power distance culture, your answer might be “no problem.” In low-power distance cultures , according to Dutch researcher Geert Hofstede, people relate to one another more as equals and less as a reflection of dominant or subordinate roles, regardless of their actual formal roles as employee and manager, for example.

In a high-power distance culture , you would probably be much less likely to challenge the decision, to provide an alternative, or to give input. If you are working with people from a high-power distance culture, you may need to take extra care to elicit feedback and involve them in the discussion because their cultural framework may preclude their participation. They may have learned that less powerful people must accept decisions without comment, even if they have a concern or know there is a significant problem. Unless you are sensitive to cultural orientation and power distance, you may lose valuable information.

Individualistic versus Collectivist Cultures

People in individualistic cultures  value individual freedom and personal independence, and cultures always have stories to reflect their values. You may recall the story of Superman, or John McLean in the Diehard series, and note how one person overcomes all obstacles. Through personal ingenuity, in spite of challenges, one person rises successfully to conquer or vanquish those obstacles. Sometimes there is an assist, as in basketball or football, where another person lends a hand, but still the story repeats itself again and again, reflecting the cultural viewpoint.

When Hofstede explored the concepts of individualism and collectivism across diverse cultures (Hofstede, 1982, 2001, 2005), he found that in individualistic cultures like the United States, people perceived their world primarily from their own viewpoint. They perceived themselves as empowered individuals, capable of making their own decisions, and able to make an impact on their own lives.

Cultural viewpoint is not an either/or dichotomy, but rather a continuum or range. You may belong to some communities that express individualistic cultural values, while others place the focus on a collective viewpoint. Collectivist cultures  (Hofstede, 1982), including many in Asia and South America, focus on the needs of the nation, community, family, or group of workers. Ownership and private property is one way to examine this difference. In some cultures, property is almost exclusively private, while others tend toward community ownership. The collectively owned resource returns benefits to the community. Water, for example, has long been viewed as a community resource, much like air, but that has been changing as business and organizations have purchased water rights and gained control over resources. Public lands, such as parks, are often considered public, and individual exploitation of them is restricted. Copper, a metal with a variety of industrial applications, is collectively owned in Chile, with profits deposited in the general government fund. While public and private initiatives exist, the cultural viewpoint is our topic. How does someone raised in a culture that emphasizes the community interact with someone raised in a primarily individualistic culture? How could tensions be expressed and how might interactions be influenced by this point of divergence?

Masculine versus Feminine Orientation

There was a time when many cultures and religions valued a female figurehead, and with the rise of Western cultures we have observed a shift toward a masculine ideal. Each carries with it a set of cultural expectations and norms for gender behavior and gender roles across life, including business.

Hofstede describes the masculine-feminine dichotomy not in terms of whether men or women hold the power in a given culture, but rather the extent to which that culture values certain traits that may be considered masculine or feminine . Thus, “the assertive pole has been called ‘masculine’ and the modest, caring pole ‘feminine.’ The women in feminine countries have the same modest, caring values as the men; in the masculine countries they are somewhat assertive and competitive, but not as much as the men, so that these countries show a gap between men’s values and women’s values” (Hofstede, 2009).

We can observe this difference in where people gather, how they interact, and how they dress. We can see it during business negotiations, where it may make an important difference in the success of the organizations involved. Cultural expectations precede the interaction, so someone who doesn’t match those expectations may experience tension. Business in the United States has a masculine orientation—assertiveness and competition are highly valued. In other cultures, such as Sweden, business values are more attuned to modesty (lack of self-promotion) and taking care of society’s weaker members. This range of difference is one aspect of intercultural communication that requires significant attention when the business communicator enters a new environment.

Uncertainty-Accepting Cultures versus Uncertainty-Rejecting Cultures

When we meet each other for the first time, we often use what we have previously learned to understand our current context. We also do this to reduce our uncertainty. Some cultures, such as the United States and Britain, are highly tolerant of uncertainty , while others go to great lengths to reduce the element of surprise. Cultures in the Arab world, for example, are high in uncertainty avoidance ; they tend to be resistant to change and reluctant to take risks. Whereas a U.S. business negotiator might enthusiastically agree to try a new procedure, the Egyptian counterpart would likely refuse to get involved until all the details are worked out.

Short-Term versus Long-Term Orientation

Do you want your reward right now or can you dedicate yourself to a long-term goal? You may work in a culture whose people value immediate results and grow impatient when those results do not materialize. Geert Hofstede discusses this relationship of time orientation to a culture as a “time horizon,” and it underscores the perspective of the individual within a cultural context. Many countries in Asia, influenced by the teachings of Confucius, value a long-term orientation, whereas other countries, including the United States, have a more short-term approach to life and results. Native American cultures are known for holding a long-term orientation, as illustrated by the proverb attributed to the Iroquois that decisions require contemplation of their impact seven generations removed.

If you work within a culture that has a short-term orientation ,  you may need to place greater emphasis on reciprocation of greetings, gifts, and rewards. For example, if you send a thank-you note the morning after being treated to a business dinner, your host will appreciate your promptness. While there may be a respect for tradition, there is also an emphasis on personal representation and honor, a reflection of identity and integrity. Personal stability and consistency are also valued in a short-term oriented culture, contributing to an overall sense of predictability and familiarity.

Long-term orientation  is often marked by persistence, thrift and frugality, and an order to relationships based on age and status. A sense of shame for the family and community is also observed across generations. What an individual does reflects on the family and is carried by immediate and extended family members.

Time Orientation

Edward T. Hall and Mildred Reed Hall (1987) state that monochronic time-oriented cultures consider one thing at a time, whereas polychronic time-oriented cultures schedule many things at one time, and time is considered in a more fluid sense. In monochromatic time , time is thought of as very linear, interruptions are to be avoided, and everything has its own specific time. Even the multitasker from a monochromatic culture will, for example, recognize the value of work first before play or personal time. The United States, Germany, and Switzerland are often noted as countries that value a monochromatic time orientation.

Polychromatic time  looks a little more complicated, with business and family mixing with dinner and dancing. Greece, Italy, Chile, and Saudi Arabia are countries where one can observe this perception of time; business meetings may be scheduled at a fixed time, but when they actually begin may be another story. Also note that the dinner invitation for 8 p.m. may in reality be more like 9 p.m. If you were to show up on time, you might be the first person to arrive and find that the hosts are not quite ready to receive you.

When in doubt, always ask before the event; many people from polychromatic cultures will be used to foreigner’s tendency to be punctual, even compulsive, about respecting established times for events. The skilled business communicator is aware of this difference and takes steps to anticipate it. The value of time in different cultures is expressed in many ways, and your understanding can help you communicate more effectively.

Review & Reflection Questions

• Why are diverse teams better at decision-making and problem-solving?
• What are some of the challenges that multicultural teams face?
• How might you further cultivate your own cultural intelligence?
• What are some potential points of divergence between cultures?
• Brett, J., Behfar, K., Kern, M. (2006, November). Managing multicultural teams. Harvard Business Review . https://hbr.org/2006/11/managing-multicultural-teams
• Dodd, C. (1998). Dynamics of intercultural communication (5th ed.). New York, NY: Harper & Row.
• Earley, P.C., & Mosakowski, E. (2004, October). Cultural intelligence. Harvard Business Review . https://hbr.org/2004/10/cultural-intelligence
• Hall, M. R., & Hall, E. T. (1987). Hidden differences: Doing business with the Japanese . New York, NY: Doubleday.
• Hofstede, G. (1982). Culture’s consequences (2nd ed.). Newbury Park, CA: Sage.
• Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, CA: Sage.
• Hofstede, G. (2005). Cultures and organizations: Software of the mind (2nd ed.). New York, NY: McGraw-Hill.
• Lee, Y-T., & Liao, Y. (2015). Cultural competence: Why it matters and how you can acquire it. IESE Insight . https://www.ieseinsight.com/doc.aspx?id=1733&ar=20
• Lorenzo, R., Yoigt, N., Schetelig, K., Zawadzki, A., Welpe, I., & Brosi, P. (2017). The mix that matters: Innovation through diversity. Boston Consulting Group. https://www.bcg.com/publications/2017/people-organization-leadership-talent-innovation-through-diversity-mix-that-matters.aspx
• Rock, D., & Grant, H. (2016, November 4). Why diverse teams are smarter . Harvard Business Review . https://hbr.org/2016/11/why-diverse-teams-are-smarter

Author & Attribution

This remix comes from Dr. Jasmine Linabary at Emporia State University. This chapter is also available in her book:  Small Group Communication: Forming and Sustaining Teams.

The sections “How Does Team Diversity Enhance Decision Making and Problem Solving?” and “Challenges and Best Practices for Working with Multicultural Teams” are adapted from Black, J.S., & Bright, D.S. (2019). Organizational behavior. OpenStax. https://openstax.org/books/organizational-behavior/ . Access the full chapter for free here . The content is available under a Creative Commons Attribution License 4.0 license .

The section “Digging in Deeper: Divergent Cultural Dimensions” is adapted from “ Divergent Cultural Characteristics ” in Business Communication for Success from the University of Minnesota. The book was adapted from a work produced and distributed under a Creative Commons license (CC BY-NC-SA) by a publisher who has requested that they and the original author not receive attribution. This work is made available under the terms of a Creative Commons Attribution-NonCommercial-ShareAlike license .

A set of negative group-level processes, including illusions of invulnerability, self-censorship, and pressures to conform, that occur when highly cohesive groups seek concurrence when making a decision.

a culture that emphasize nonverbal communication and indirect communication styles

a culture that emphasizes verbal expression and direct communication styles

a competency and a skill that enables individuals to function effectively in cross-cultural environments

cultures in which people relate to one another more as equals and less as a reflection of dominant or subordinate roles, regardless of their actual formal roles

culture tends to accept power differences, encourage hierarchy, and show respect for rank and authority

cultures that place greater importance on individual freedom and personal independence

cultures that place more value on the needs and goals of the group, family, community or nation

cultures that tend to value assertiveness, and concentrate on material achievements and wealth-building

cultures that tend to value nurturing, care and emotion, and are concerned with the quality of life

cultures with a high tolerance for uncertainty, ambiguity, and risk-taking. The unknown is more openly accepted, and rules and regulations tend to be more lax

cultures with a low tolerance for uncertainty, ambiguity, and risk-taking. The unknown is minimized through strict rules and regulations

focus on the near future, involves delivering short-term success or gratification and places a stronger emphasis on the present than the future

cultures that focus on the future and delaying short-term success or gratification in order to achieve long-term success

an orientation to time is considered highly linear, where interruptions are to be avoided, and everything has its own specific time

an orientation to time where multiple things can be done at once and time is viewed more fluidly

Working in Diverse Teams Copyright © 2021 by Cameron W. Piercy, Ph.D. is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License , except where otherwise noted.

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Soft skills 101: definition + 50 examples.

Published on May 18, 2023

Soft skills are becoming increasingly important in today’s job market. They refer to the personal attributes that enable you to interact effectively with others, such as communication, teamwork, problem-solving, and time management. Employers are looking for candidates who possess these skills in addition to their technical expertise. In this article, we will guide beginners on how to showcase their soft skills on their resume.

What are soft skills?

Soft skills refer to a set of personal attributes, behaviors, and social attitudes that enable individuals to interact effectively with others in a workplace or social environment. These skills are essential for building healthy relationships, communicating effectively, solving problems, and collaborating with others. Soft skills are intangible and subjective qualities that cannot be measured or quantified like hard skills. They include

• communication
• problem-solving
• critical thinking
• adaptability
• time management
• emotional intelligence

(More examples below)

Developing soft skills is crucial in today’s job market, where employers value employees who can demonstrate a range of interpersonal skills that can help organizations thrive in a fast-paced, competitive environment. Moreover, soft skills are not just limited to the workplace. They also play a significant role in our personal lives, helping us build meaningful relationships, manage conflicts, and navigate social situations effectively.

Soft skills are often developed through life experiences, practice, and self-reflection, and can be honed through various methods such as attending workshops, reading books, or seeking feedback from others. In summary, soft skills are a vital component of personal and professional success and are essential for individuals looking to achieve their goals and make a positive impact in the world.

How to share soft skills

1. identify the soft skills required for the job.

The first step is to research the job requirements and identify the soft skills that are essential for the role. This information can be found in the job description or by speaking to people in the industry. Once you have a list of required soft skills, you can focus on highlighting them in your resume.

2. Incorporate soft skills into your resume objective or summary

Your resume objective or summary is the first thing that recruiters will read. This is an excellent opportunity to showcase your soft skills. You can incorporate them by using phrases such as “I am a highly motivated individual with excellent communication and teamwork skills.”

3. Provide examples of your soft skills in the experience section

In the experience section of your resume, provide specific examples of how you have used your soft skills in previous roles. For example, if you are applying for a customer service role, you could highlight how you have resolved customer complaints by utilizing your problem-solving skills. Use action verbs such as “managed,” “coordinated,” “facilitated,” or “led” to describe your soft skills in action.

4. Highlight soft skills in the skills section

The skills section of your resume is an excellent opportunity to showcase your soft skills. List them under a separate heading and use bullet points to describe each one. For example, under the heading “Teamwork,” you could list bullet points such as “collaborated with team members to achieve project goals” or “supported team members in achieving their individual goals.”

5. Provide additional evidence of your soft skills

Finally, provide additional evidence of your soft skills in your resume by including any relevant certifications or awards. For example, if you have completed a leadership course or received an award for outstanding teamwork, be sure to include it in your resume.

Examples of Soft Skills

1. communication.

Effective communication is the cornerstone of any successful professional relationship. Being able to articulate your thoughts and ideas clearly and concisely in written or verbal form is crucial for maintaining productive working relationships. This soft skill also encompasses active listening, understanding and interpreting non-verbal cues, and adapting communication style to suit different audiences.

2. Teamwork

Teamwork is about working collaboratively with others to achieve a common goal. It involves sharing ideas and resources, taking on different roles and responsibilities, and being willing to support and assist team members as needed. A strong team player also understands the importance of building trust and rapport with colleagues, communicating effectively, and being receptive to feedback.

3. Problem-solving

The ability to identify, analyze and solve problems is an essential soft skill in any workplace. A skilled problem-solver has a logical and systematic approach to identifying the root cause of issues, as well as the creativity to generate and implement effective solutions. This skill requires a combination of critical thinking, research, data analysis, and innovation.

4. Time management

Effective time management is vital for meeting deadlines and achieving business goals. It requires a proactive approach to planning, prioritization and organization. This soft skill also involves the ability to stay focused and avoid distractions, delegate tasks when appropriate, and maintain a healthy work-life balance.

5. Leadership

Leadership is the ability to inspire and motivate others to achieve a common objective. A skilled leader can provide direction and guidance, manage resources and people effectively, and make difficult decisions when necessary. This soft skill also encompasses effective communication, problem-solving, strategic thinking, and the ability to foster a positive and inclusive team culture.

6. Adaptability

Adaptability is the ability to adjust to change and new situations with ease. A highly adaptable person can work effectively in diverse environments, be flexible with changing priorities, and learn new skills and systems quickly. This soft skill also involves being open-minded, creative and innovative, and able to think on one’s feet.

7. Creativity

Creativity involves the ability to generate new ideas, think outside the box, and approach problems from different angles. This soft skill requires imagination, curiosity, and the ability to see connections between seemingly disparate ideas. Creativity is essential for innovation, process improvement, and finding new solutions to complex problems.

Empathy is the ability to understand and relate to others’ emotions and experiences. This soft skill involves active listening, showing compassion, and being able to put oneself in others’ shoes. Empathy is crucial for building strong relationships, resolving conflicts, and creating a positive and inclusive workplace culture.

9. Conflict resolution

Conflict resolution is the ability to manage and resolve conflicts effectively. A skilled conflict resolver can identify the underlying causes of conflict, communicate clearly and empathetically, and negotiate win-win solutions. This soft skill also involves active listening, problem-solving, and the ability to remain calm and objective under pressure.

10. Active listening

Active listening is the ability to focus on and understand the speaker’s message fully. This soft skill involves paying attention to non-verbal cues, asking clarifying questions, and providing feedback to the speaker. Active listening is essential for effective communication, building trust and rapport, and resolving conflicts.

11. Critical thinking

Critical thinking is the ability to analyze information objectively and make informed decisions. This soft skill involves evaluating evidence, identifying assumptions, and recognizing biases. A skilled critical thinker can synthesize complex information, consider multiple perspectives, and make logical and evidence-based conclusions.

12. Cultural competence

Cultural competence is the ability to interact effectively with people from diverse backgrounds and cultures. This soft skill involves understanding and respecting cultural differences, being aware of one’s own biases, and adapting communication and behavior to suit different cultural contexts. A culturally competent person can build strong relationships with people from all walks of life.

13. Customer service

Customer service is the ability to provide exceptional service to customers and clients. This soft skill involves actively listening to customers’ needs, providing accurate and timely information, and resolving issues in a timely and professional manner. A skilled customer service provider can build strong customer relationships, foster loyalty, and enhance the company’s reputation.

14. Decision-making

Decision-making is the ability to make effective decisions based on available information. This soft skill involves weighing different options, considering potential outcomes, and evaluating risks and benefits. A skilled decision-maker can make timely and effective decisions, communicate their reasoning clearly, and be accountable for their choices.

15. Emotional intelligence

Emotional intelligence is the ability to recognize and manage one’s own emotions and the emotions of others. This soft skill involves being aware of one’s own emotional state, being empathetic towards others, and responding appropriately to emotional cues. A person with high emotional intelligence can build strong relationships, resolve conflicts effectively, and lead with empathy.

16. Flexibility

Flexibility is the ability to adapt to changing circumstances and handle multiple tasks simultaneously. This soft skill involves being open-minded, responsive to feedback, and able to adjust to new situations with ease. A flexible person can work effectively in fast-paced environments, handle unexpected challenges, and maintain a positive attitude.

17. Goal-setting

Goal-setting is the ability to set achievable goals and work towards achieving them. This soft skill involves being proactive, organized, and focused on results. A person who sets effective goals can prioritize tasks, track progress, and maintain motivation in the face of challenges.

18. Interpersonal skills

Interpersonal skills are the ability to build and maintain positive relationships with others. This soft skill involves effective communication, active listening, empathy, and conflict resolution. A person with strong interpersonal skills can build rapport, establish trust, and collaborate effectively with others.

19. Negotiation

Negotiation is the ability to negotiate and resolve conflicts effectively. This soft skill involves identifying common ground, being persuasive, and finding win-win solutions. A skilled negotiator can build relationships, resolve conflicts, and achieve mutually beneficial outcomes.

20. Patience

Patience is the ability to remain calm and composed in challenging situations. This soft skill involves self-control, emotional regulation, and the ability to take a long-term view. A patient person can stay focused on goals, maintain relationships, and handle difficult situations with grace and resilience.

21. Persuasion

Persuasion is the ability to convince others of one’s ideas and opinions. This soft skill involves effective communication, building trust, and being able to present a compelling argument. A skilled persuader can influence decisions, build consensus, and negotiate win-win outcomes.

22. Positive attitude

A positive attitude is the ability to maintain a positive and optimistic outlook. This soft skill involves being resilient, adaptable, and solution-oriented. A person with a positive attitude can motivate others, foster collaboration, and build strong relationships even in difficult circumstances.

23. Presentation skills

Presentation skills are the ability to present ideas and information clearly and persuasively. This soft skill involves effective communication, organization, and the ability to engage an audience. A skilled presenter can influence decisions, build credibility, and create a lasting impression.

24. Problem analysis

Problem analysis is the ability to identify and analyze problems to find effective solutions. This soft skill involves critical thinking, data analysis, and the ability to think creatively. A skilled problem analyst can identify root causes, develop effective strategies, and implement sustainable solutions.

25. Self-motivation

Self-motivation is the ability to motivate oneself to achieve goals and overcome obstacles. This soft skill involves being proactive, focused, and disciplined. A person with high self-motivation can stay on track, take initiative, and achieve success in the face of challenges.

26. Stress management

Stress management is the ability to manage stress effectively and remain calm under pressure. This soft skill involves self-awareness, emotional regulation, and coping strategies. A person with strong stress management skills can maintain productivity, build resilience, and manage relationships effectively even in high-pressure situations.

27. Time management

Effective time management is vital for meeting deadlines and achieving business goals. This soft skill requires a proactive approach to planning, prioritization, and organization. A skilled time manager can maintain focus, avoid distractions, and maintain a healthy work-life balance.

28. Trustworthiness

Trustworthiness is the ability to maintain the trust and confidence of others. This soft skill involves being honest, reliable, and accountable. A person with high trustworthiness can build strong relationships, foster teamwork, and promote a culture of trust and respect.

29. Verbal communication

Verbal communication is the ability to articulate ideas and information clearly and effectively. This soft skill involves effective listening, tone, and the ability to adapt communication style to different audiences. A person with strong verbal communication skills can build rapport, resolve conflicts, and motivate others effectively.

30. Writing

Writing is the ability to write clearly and effectively to convey ideas and information. This soft skill involves grammar, syntax, and effective communication. A skilled writer can communicate complex ideas clearly, persuade readers, and create compelling content that engages and inspires.

31. Attention to detail

Attention to detail is the ability to notice small details and ensure accuracy and quality in work. This soft skill involves being meticulous, thorough, and focused on delivering high-quality results. A person with strong attention to detail can minimize errors, enhance productivity, and maintain customer satisfaction.

32. Coaching and mentoring

Coaching and mentoring is the ability to guide, teach and mentor others to achieve their goals. This soft skill involves providing feedback, modeling behavior, and supporting others in their professional development. A skilled coach and mentor can build relationships, inspire growth, and promote a positive team culture.

33. Conflict management

Conflict management is the ability to manage conflicts effectively and reach win-win solutions. This soft skill involves effective communication, active listening, and negotiation. A person with strong conflict management skills can resolve disputes, build consensus, and promote collaboration in a team environment.

34. Cultural awareness

Cultural awareness is the ability to understand and respect cultural differences in the workplace. This soft skill involves recognizing and appreciating diverse perspectives, beliefs, and values. A culturally aware person can work effectively in a global environment, build relationships across cultures, and promote inclusion and diversity.

35. Decision-making

Decision-making is the ability to make informed and timely decisions. This soft skill involves analyzing data, evaluating options, and considering the impact of decisions on stakeholders. A skilled decision-maker can make sound decisions, take calculated risks, and achieve business objectives effectively.

36. Dependability

Dependability is the ability to be reliable and trustworthy in completing tasks and meeting deadlines. This soft skill involves being accountable, punctual, and responsive. A dependable person can maintain high standards, meet expectations, and build trust and respect among colleagues.

37. Diversity and inclusion

Diversity and inclusion is the ability to work effectively with people from diverse backgrounds and foster an inclusive workplace culture. This soft skill involves being open-minded, respectful, and supportive of differences. A person with strong diversity and inclusion skills can build a sense of belonging, promote creativity, and enhance business outcomes.

38. Enthusiasm

Enthusiasm is the ability to approach work with passion and energy. This soft skill involves being optimistic, engaged, and committed to achieving results. A person with strong enthusiasm can inspire others, promote positive attitudes, and drive success in a team environment.

39. Financial management

Financial management is the ability to manage financial resources effectively. This soft skill involves understanding financial principles, analyzing data, and making sound decisions. A person with strong financial management skills can optimize resources, minimize risk, and achieve business objectives.

40. Humility

Humility is the ability to admit mistakes and learn from feedback. This soft skill involves being open-minded, reflective, and willing to grow. A person with strong humility can build credibility, promote a culture of learning, and maintain positive relationships with colleagues.

41. Initiative

Initiative is the ability to take proactive steps to solve problems and improve processes. This soft skill involves being self-motivated, creative, and willing to take calculated risks. A person with strong initiative can drive innovation, enhance productivity, and achieve business goals.

42. Innovation

Innovation is the ability to create new ideas, products, or processes. This soft skill involves being creative, adaptable, and willing to take risks. A person with strong innovation skills can drive growth, solve complex problems, and enhance customer satisfaction.

43. Intercultural communication

Intercultural communication is the ability to communicate effectively across different cultures and languages. This soft skill involves being aware of cultural differences, using appropriate language and tone, and adapting to cultural norms. A person with strong intercultural communication skills can build strong relationships, promote understanding, and enhance global business outcomes.

44. Interpersonal communication

Interpersonal communication is the ability to communicate effectively and build strong relationships with others. This soft skill involves active listening, empathy, and effective use of non-verbal cues. A person with strong interpersonal communication skills can build trust, resolve conflicts, and promote collaboration in a team environment.

45. Learning agility

Learning agility is the ability to adapt to new situations and learn quickly. This soft skill involves being open-minded, curious, and willing to experiment. A person with strong learning agility can acquire new skills and knowledge, adapt to changing circumstances, and enhance personal and professional growth.

46. Organizational skills

Organizational skills are the ability to manage multiple tasks and priorities effectively. This soft skill involves being organized, efficient, and able to prioritize tasks based on their importance and urgency. A person with strong organizational skills can meet deadlines, maximize productivity, and achieve business goals.

47. Presentation skills

Presentation skills are the ability to deliver compelling and engaging presentations. This soft skill involves being articulate, persuasive, and confident in delivering presentations to different audiences. A person with strong presentation skills can influence decisions, build credibility, and enhance business outcomes.

48. Resilience

Resilience is the ability to cope with stress and bounce back from setbacks. This soft skill involves being adaptable, positive, and able to maintain perspective in difficult situations. A person with strong resilience can maintain productivity, overcome obstacles, and maintain positive relationships with colleagues.

49. Strategic thinking

Strategic thinking is the ability to think ahead and plan for the future. This soft skill involves being able to identify trends, anticipate challenges, and develop effective strategies to achieve business objectives. A person with strong strategic thinking skills can maximize opportunities, minimize risk, and enhance business outcomes.

50. Work ethic

Work ethic is the ability to work hard, be persistent, and demonstrate a strong commitment to work. This soft skill involves being reliable, responsible, and willing to go the extra mile to achieve results. A person with strong work ethic can maintain high standards, build trust with colleagues, and achieve success in their career.

In conclusion, showcasing your soft skills on your resume is essential in today’s job market. By identifying the soft skills required for the job, incorporating them into your resume objective or summary, providing examples in the experience section, highlighting them in the skills section, and providing additional evidence, you can set yourself apart from other candidates and increase your chances of landing the job.

Reposted with permission from Handshake student blog

Work Life is Atlassian’s flagship publication dedicated to unleashing the potential of every team through real-life advice, inspiring stories, and thoughtful perspectives from leaders around the world.

Contributing Writer

Work Futurist

Senior Quantitative Researcher, People Insights

Principal Writer

How to avoid groupthink on your team

Team cohesiveness is a good thing – until it sabotages creativity. Here’s how to ensure a desire for consensus doesn’t come at the price of critical thinking.

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Two (or more) brains are better than one, right? That’s true – unless all of those brains end up thinking the exact same thoughts at the exact same time. 

That’s groupthink: a collective phenomenon that can hinder your team from benefiting from all of the diverse perspectives, experiences, and ideas you should be tapping into.

But what exactly is groupthink? Why is it bad? And most importantly, how can you prevent it? Here’s how to stop the mind meld and encourage independent thinking on your team. 

What is groupthink?

This is how effective teams navigate the decision-making process

Groupthink occurs when a group of people prioritize consensus over critical thinking during the decision-making process . 

Rather than poking holes in each other’s arguments, voicing doubts, analyzing potential consequences, or offering new ideas and suggestions, group members simply nod along and agree with each other.

This doesn’t only happen on teams full of weak-minded pushovers – any team, under the wrong circumstances, could fall victim. Here are a few factors we know trigger the phenomenon:

• Team members don’t feel psychologically safe to dissent or disagree
• Team members are under heavy pressure to make a decision
• Team members don’t feel they have the right knowledge to contradict the status quo
• Team culture favors harmony and cohesion over conflict and dissent

All of those can inspire people to skip the hard conversations and go along with the group – even if the decision isn’t the best way forward. 

What is an example of groupthink?

Crack open a history book and you’ll find plenty of examples of groupthink. The Bay of Pigs Invasion , the Challenger disaster , and the Vietnam War are all commonly cited examples of times when groups conformed to bad decisions. 

Fortunately, while groupthink can happen in any sort of work setting, it’s usually not quite so disastrous. Here are a couple of ways you might see groupthink show up during decision-making at work: 

• Your team is finalizing the timeline for a new product launch. The schedule is ambitious (and likely completely unrealistic), but everybody is so enthusiastic that you keep your lips zipped, join in on the anticipation and excitement, and skip voicing your concerns.
• During a team meeting, your manager asks your team to choose which project you should prioritize next. One vocal member of your team makes the case for a project. You and other team members came to the meeting with your own ideas, but this person is on a roll and it seems easier to just go with their suggestion, even if it’s not the most pressing project on the team’s list.
• Your team prepared for a major customer event that’s happening outdoors. When the venue asked a few weeks ago if you’d like to rent tents in case of inclement weather, everybody brushed it off. When it unexpectedly rains the day of, you’re all caught off guard with absolutely no backup plan.

So, not quite as catastrophic as some of those classic examples throughout history. But prioritizing allegiance and obedience over reasoning and rationale can have serious consequences for teams. 

What are the pitfalls of groupthink? 

So what do those consequences actually look like? Groupthink can lead to some not-so-great outcomes, including:

• Poor decision-making: One of the biggest drawbacks of groupthink is that it hinders quality decision-making and problem-solving. The group becomes so focused on not rocking the boat that they’re willing to go along with what is ultimately a poor decision without any protest. 
• Lack of diverse perspectives: When people resist speaking up, the group misses out on different experiences and ideas. That limited view only gets worse as group members feel like they need to continue to censor themselves. In fact, research shows that groupthink is more likely to happen on homogenous teams. When groups already share a lot of similarities, they want to preserve that sense of unity. 
• Overconfidence: There’s power in numbers, and groupthink can fuel a sense of superiority – as if the team is bulletproof and couldn’t possibly fall victim to a bad decision. The group is always right. Those overinflated egos can get the team into some precarious situations they’re completely unprepared for. 

Is groupthink always bad?

Groupthink gets a bad rap, but it’s not always detrimental. It all depends on the stakes of the decision. If your team is faced with a low-pressure choice that’s not super consequential (like what to order for lunch or where to host your next offsite), a desire for cohesion can actually reduce conflict and encourage faster, smoother decision-making.

Ask yourself this: Do you need the best decision, or just a decision? If it’s the latter, groupthink isn’t always such a bad thing.

What are the characteristics of groupthink?

Groupthink can cause some problems on teams, but it’s also tough to recognize. After all, in the heat of the moment,  it never feels bad when your whole team is agreeing, high-fiving, and getting along. 

Fortunately, Irving Janis – the research psychologist who originally coined the term “groupthink” in 1972 – outlined eight symptoms of groupthink that can help you identify it on your own team:

• Illusions of invulnerability: The group feels impenetrable and like they’ll never have to deal with any fallout from their decisions.
• Illusions of unanimity: The group assumes that all decisions are unanimous without even asking for other opinions or perspectives. 
• Mindguards: A subset of group members appoint themselves as the group’s protectors – the ones who will keep any dissenting opinions or negative views at bay. 
• Pressure on opposing views: The group subtly or directly applies pressure to people who voice concerns or doubts to shut down those opinions and encourage conformity. 
• Rationalization of the group’s decisions: The group avoids, ignores, or completely shuts down any negative feedback or contradictory opinions and justifies that by highlighting the upsides of their own decision. 
• Self-censorship: The group members keep quiet even when they have an idea or criticism, because they’ve learned that the cohesion of the group is more important than their own contribution. 
• Stereotyping of the out-group: The group shares unquestionably negative views of anybody who disagrees with their decisions. 
• Unquestioned belief in the morality of the group: The group feels that they’re unquestionably noble, principled, and always right. 

How to avoid groupthink: 3 strategies to encourage critical thinking 

Whenever you’re working as part of a team, there’s the potential for groupthink to creep in. Fortunately, there are a few strategies you can use to encourage individual thought without increasing conflict. 

As a baseline, consider focusing on consent versus consensus . Atlassian’s own Modern Work Coach Mark Cruth explains, “consent allows a team to acknowledge that not everyone will (or should) agree with an idea, but focuses on ensuring an idea won’t be detrimental to the team’s goals. It helps a team build an experimentation mindset around their work.”

1. Prioritize psychological safety

Fostering psychological safety – which is when team members feel secure in disagreeing, making mistakes, or offering bold suggestions without the fear of judgment or repercussions – is one of the best ways to combat groupthink.

People are more likely to speak up when they feel like they have the permission and encouragement to do so. Makes sense, right? 

There are plenty of ways you can breed this sense of security on your team, including:

• Using a democratic leadership style to include people in decision-making
• Actively soliciting feedback and opinions – especially ones that are different from the group’s. Mark suggests a technique called the 1-2-4-All method to generate and combine ideas until a final idea emerges.
• Modeling vulnerability by openly sharing your own mistakes and missteps
• Treating failures or problems as learning opportunities rather than threats 

You could also consider allowing people to submit contributions or suggestions anonymously, as that gives team members a built-in sense of protection. However, proceed with caution here. If people are only willing to speak up when their identity isn’t attached, that’s a solid indicator that there’s not a high degree of psychological safety on your team. 

Mark also notes that “psychological safety isn’t something you can do … it’s only achievable through consistent action.” Take care and be deliberate about creating an environment where psychological safety can thrive. “Becoming clear about how you communicate and share feedback will help psychological safety grow within your team,” Mark says.

2. Minimize stress and pressure

Research shows that groupthink is way more prevalent when groups feel stressed. They’re under the wire to make a decision and move forward, so it’s easier (not to mention faster) to go along with the consensus. That’s preferable to dragging the process out, particularly when they’re eager for a resolution. 

In contrast, when you make an effort to mitigate the amount of pressure your team is under, they have more time and space to debate and discuss. This could mean:

• Building adequate time for brainstorming, problem-solving, and decision-making into your project timelines
• Ensuring all team members have manageable and reasonable workloads
• Reducing the number of urgent or time-sensitive decisions the team needs to make
• Clarifying which decisions are high-impact and which aren’t as consequential, so the team can react accordingly 

Of course, things still happen and fires crop up. But the more you can manage the amount of stress on your team, the less likely they are to grit their teeth and default to groupthink just to get through it. 

3. Encourage independent thought

Use divergent thinking to generate fresh ideas in your next brainstorm

Kind of a no-brainer: getting everybody to think for themselves is obviously the best way to keep groupthink far away from your team. But how do you actually get people to think independently? You can try:

• Brainwriting : In brainstorming sessions, team members get a set amount of time to independently write down their ideas alone before sharing with the bigger group. Research shows that most people are actually most creative when they work alone, and one small brainwriting study proves that a little bit of quiet time generates more and better ideas. 
• Six Thinking Hats : In this exercise, team members wear different “hats,” a metaphor for thinking about a problem or decision with different perspectives. The entire team wears the same “hat” at the same time, which you’d think would encourage groupthink. Instead, it provides an opportunity to explore a decision from all sides, encouraging exploration and questions rather than shutting them down. 
• Designate a dissenter: Want to get some more controversial suggestions or opinions in the mix? Assign someone the role of the dissenter when your team is in a discussion. This person is required to ask questions, poke holes, and offer constructive criticism. Will it be a little uncomfortable at first? Sure. But it keeps people on their toes and models healthy and respectful dissent for the rest of the team. 
• Mark also suggests the Disruptive Brainstorming Play from the Atlassian Team Playbook, “to help flip traditional brainstorming on its head. The goal of the play is to add enough variety and unpredictability to the brainstorming process to prevent groupthink from setting in.”

Regardless of the type of divergent thinking exercise you use, your goal is to get your team to start thinking more independently – and the exercise gives them a framework (as well as explicit permission) to do something that might not be the norm on your team: think outside the box. 

Don’t let cohesion sabotage creativity

There’s a lot of value in having diverse perspectives, experiences, and ideas on your team. But you only benefit if people openly share their out-of-the-box (or even controversial) suggestions.

“So many people misunderstand ‘cohesion’ as ‘being nice to each other,’” Mark says. “But cohesion is really the same as that bond we feel with close friends and family members, where we inherently trust the other people on our team even if we disagree with them. And when we do disagree, we let them know! Cohesion is about kindness, and not hiding how we feel because we know our thoughts are welcomed no matter what.”

Groupthink can keep those kinds of conversations locked down, because team members find it easier to stick with the group than to voice their own thoughts, concerns, or constructive criticism. 

Think there’s absolutely no way it could happen on your team? Do a gut check and see if that’s actually true – or if you’re simply more comfortable thinking that way. 

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