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Report Prepared For: CARE Model - Diagnostics & Prescriptions for a Healthy Team Team Dynamics Report Individual and Team Performance Lab Department of Psychology The University of Calgary Group Name: Fantastic 4 (but we're actually 6) Stephen Tetteh October 11, 2023 The team CARE model was developed by the Individual and Team Performance Lab at the University of Calgary. It provides detailed feedback on how well your team is functioning in 4 key areas: Communication, Adaptability, Relationships, and Education. This feedback report allows you to view the health of your team, and will prompt you to develop action steps that will enable you to become more effective as a group.

Paper For Above instruction

Effective team functioning is essential for achieving organizational success and fostering a positive work environment. The CARE model, developed by the Individual and Team Performance Lab at the University of Calgary, offers a comprehensive framework for assessing and enhancing team performance across four critical areas: Communication, Adaptability, Relationships, and Education. This paper explores these components in detail, evaluates the current state of a team named "Fantastic 4" (comprised of six members), and proposes targeted interventions grounded in empirical research to improve overall team health and effectiveness.

Introduction

Teams are fundamental units within organizations, influencing productivity, innovation, and employee satisfaction. To optimize team performance, it is necessary to understand the dynamics that govern team interactions and processes. The CARE model offers an evidence-based diagnostic tool that highlights key areas affecting team effectiveness. By systematically analyzing areas such as communication, adaptability, relationships, and education, teams can identify strengths and areas needing improvement. This paper reviews each of these dimensions, discusses their significance, and suggests actionable strategies to foster a high-functioning team.

Communication

Communication is the cornerstone of effective teamwork, encompassing the clarity of roles, conflict resolution strategies, and overall coordination. The CARE model emphasizes creating a cooperative environment where team members share information openly, manage conflicts constructively, and develop clear plans for tasks. According to Tjosvold (1998), cooperative conflict management encourages members to view disagreements as opportunities for growth rather than obstacles, resulting in higher team cohesion and innovation. Current team assessments indicate moderate scores in communication, with specific challenges in conflict resolution and role clarity.

To improve communication, the team should implement structured procedures such as regular check-ins, clear role definitions, and conflict resolution protocols grounded in mutual respect. For instance, adopting the principles outlined by Mathieu et al. (in press) can facilitate effective strategy formulation and planning. Encouraging open dialogue and establishing ground rules for respectful discourse will help reduce misunderstandings and foster a culture of trust (Pearce et al., 1992). Moreover, training sessions on conflict management can empower team members to approach disagreements collaboratively, thereby enhancing overall communication effectiveness.

Adaptability

Adaptability refers to the team’s capacity to respond flexibly to changing conditions, monitor progress, and reallocate resources as needed. The CARE model advocates for regular evaluation of goal progress, shared awareness of individual strengths and weaknesses, and efficient coordination of efforts. Mathieu et al. (in press) highlight that teams exhibiting high adaptability can navigate uncertainties and maintain performance standards even amidst disruptions.

The current assessment indicates moderate scores in monitoring and backup, suggesting room for improvement in data-driven evaluation of progress. To foster adaptability, the team should establish clear metrics for tracking goals, conduct periodic reviews, and develop contingency plans as recommended by Kostopoulos and Bozionelos (2011). Promoting a culture of continuous learning—through feedback loops and peer support—will enhance resilience and responsiveness. Training in agile methodologies and cross-training members can also improve the team’s capacity to reconfigure roles swiftly when necessary.

Relationships

Interpersonal relationships significantly impact team cohesion, trust, and conflict levels. The CARE model emphasizes fostering contribution equity, healthy fact-driven conflicts, and minimizing personal conflicts to build a trusting environment. According to Jehn (1995), successfully managing relationship conflicts enhances team performance by reducing interpersonal tensions and encouraging constructive debate.

Assessment scores reveal high trust levels but identify potential areas where personal conflicts could arise if not actively managed. To strengthen relationships, the team should focus on building contribution equity, ensuring that all members’ perspectives are valued and that workload distribution is perceived as fair. Facilitating open discussions about individual contributions and perceptions can mitigate misunderstandings. Implementing team-building activities and promoting psychological safety are strategic approaches supported by Behfar et al. (2011) to foster trust and reduce friction.

Education

Education encompasses how teams share knowledge, utilize constructive controversy, and engage in both exploitative and exploratory learning. These processes are vital for continuous improvement and innovation. The CARE model encourages leveraging existing expertise, questioning assumptions, and seeking new information to enhance team performance. Kostopoulos and Bozionelos (2011) emphasize that exploratory learning fosters innovation, while exploitative learning enhances efficiency.

The team’s scores suggest moderate engagement in these activities. To improve, team members should establish regular forums for discussing diverse perspectives and challenging current assumptions—practices that encourage creative solutions and adaptive thinking. Promoting a culture that values continuous learning, supported by focused training and knowledge-sharing sessions, will facilitate both exploitative and exploratory learning. Additionally, creating a safe environment for expressing dissenting opinions will enable the team to examine issues critically and develop more innovative approaches.

Interventions and Action Plan

Building on the insights provided by the CARE model, the "Fantastic 6" team should implement targeted strategies in each area. For communication, establishing clear protocols for conflict management and role clarity is essential. Regular team meetings, facilitated by trained moderators, will promote open dialogue and mutual understanding. In terms of adaptability, adopting real-time progress tracking tools and encouraging shared responsibility will enhance responsiveness to change. To strengthen relationships, transparent contribution discussions and trust-building activities are recommended. Lastly, fostering a culture of continuous education through scheduled learning sessions and knowledge exchanges will sustain ongoing improvement.

These initiatives should be supported by leadership commitment, ongoing feedback mechanisms, and periodic reassessment using the CARE diagnostic tools to monitor progress. By systematically addressing each critical area, the team can develop a more cohesive, resilient, and innovative unit capable of achieving its objectives efficiently.

Conclusion

The CARE model provides a valuable framework for diagnosing and enhancing team performance. In the case of the "Fantastic 6," the assessments indicate moderate strengths and specific areas for growth across communication, adaptability, relationships, and education. Implementing targeted interventions based on empirical research and best practices will facilitate the development of a more effective and harmonious team environment. Continual reflection and adjustment, supported by the CARE model’s diagnostics, are essential for maintaining high performance and achieving long-term success in organizational settings.

References

• Behfar, K. J., E. A. Mannix, R. S. Peterson, & W. M. Trochim. (2011). "Conflict in Small Groups: The Meaning and Consequences of Process Conflict." Small Group Research, 42(2), 127–176.
• Jehn, K. A. (1995). "A Multimethod Examination of the Benefits and Detriments of Intragroup Conflict." Administrative Science Quarterly, 40(2), 256–282.
• Kostopoulos, K. C., & N. Bozionelos. (2011). "Team Exploratory and Exploitative Learning: Psychological Safety, Task Conflict, and Team Performance." Group & Organization Management, 36(3), 385–415.
• Mathieu, J. E., M. M. Luciano, L. D’Innocenzo, E. A. Klock, & J. A. LePine. (in press). "The Development and Construct Validity of a Team Processes Survey Measure." Organizational Research Methods, 1–33.
• O’Neill, T. A., L. Pezer, L. Solis, N. Larson, N. Maynard, G. Dolphin, R. Brennan, & S. Li. (in press). "Team Dynamics Feedback for Post-Secondary Student Learning Teams: Introducing the 'Bare CARE' Assessment and Report." Assessment and Evaluation in Higher Education.
• Pearce, J. L., R. R. Olsen, & S. I. Lirtzman. (1992). "Trust in the Workplace: A Review of Empirical Research." Journal of Organizational Behavior, 13(6), 453–478.
• Rizzo, J. R., R. J. House, & S. I. Lirtzman. (1970). "Role Conflict and Ambiguity in Complex Organizations." Administrative Science Quarterly, 15(2), 150–163.
• Tjosvold, D. (1998). "Cooperative and Competitive Goal Approach to Conflict: Accomplishments and Challenges." Applied Psychology, 47(3), 285–313.