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tasks are often beyond the skills and abilities of any single individual. However, the formation of a team to complete such tasks does not guarantee success. Rather, the proper implementation of teams is positively related to both member satisfaction and increased effectiveness. Organizations who want to receive the benefits afforded by teams need to carefully consider how teams are built and implemented. Often, teams are created without providing members any training to develop the skills necessary to perform well in a team setting. This is critical, because teamwork can be cognitively and interpersonally demanding. Even when a team consists of talented individuals, these individuals must learn to coordinate their actions and develop functional interpersonal interactions. In their review of the relevant scientific literature, Kozlowski and Ilgen demonstrated that such training can greatly benefit team effectiveness. Finally, teams are more likely to be successful when they are fully supported by the organization. Take for example
568:(1990), and Spencer and Pruss (1992) focused on team roles and how these affected team performance. These studies suggested that team performance was a function of the number and type of roles team members played. The number of roles for optimal performance varied from 15 (Davis et al., 1992) to four (Parker, 1990). This variation has been attributed to how roles were defined. Lindgren (1997) believed that, in a social psychological sense, ‘roles’ were behaviours one exhibited within the constraints assigned by the outside world to one's occupational position e.g. leader, manager, supervisor, worker etc. Personality traits, on the other hand, were internally driven and relatively stable over time and across situations. These traits affected behavioural patterns in predictable ways (Pervin, 1989) and, in varying degrees, become part of the ‘role’ definition as well.
136:, a team is a type of organizational group of people that are members. A team is composed of members who are dependent on each other, work towards interchangeable achievements, and share common attainments. A team works as a whole together to achieve certain things. A team is usually located in the same setting as it is normally connected to a kind of organization, company, or community. Teams can meet in-person (directly face-to-face) or virtually when practicing their values and activities or duties. A team's communication is significantly important to their relationship. Ergo, communication is frequent and persistent, and as well are the
140:. The definition of team as an organizational group is not completely set in stone, as organizations have confronted a myriad of new forms of contemporary collaboration. Teams usually have strong organizational structured platforms and respond quickly and efficiently to challenges as they have skills and the capability to do so. An effective organizational team leads to greater productivity, more effective implementation of resources, better decisions and problem-solving, better-quality products/service, and greater innovation and originality.
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among the professionals who tend to work in this fashion. People in those occupations come together in one department because they serve a common overall function, but almost everyone in the group works fairly independently. Members of an interdependent-level work group rely on each other to get the work done. Sometimes members have their own roles and at other times they share responsibilities. Yet, in either case, they coordinate with one another to produce an overall product or set of outcomes.
660:(NUMMI). Originally it was a General Motors automotive manufacturing plant that had to close due to numerous issues, causing it to be the worst performing GM plant. NUMMI was the collaborative creation of General Motors and Toyota. These two companies took most of the same work force and created one of the most productive automotive plants, producing high quality cars. They did this by implementing a new team structure, where management and the company was more supportive of the union workforce.
575:(1987), Gersik (1988), Evenden and Anderson (1992), Furnham et al. (1993), Cohen and Ledford (1994) and Katzenbach (1998) were concerned with high performing teams and the objective measurement of their effectiveness. McFadzean (2002) believed that the appearance of a number of models of team effectiveness was indicative of a variety of variables such as personality, group size, work norms, status relationships, group structure etc. that can impact on team ‘effectiveness’ and its measurement.
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704:(identical to 'Forming' in Tuckman's model). In the second stage, the group seeks to free itself from its dependence on the leader and groups have conflicts about goals and procedures (identical to 'Storming' in Tuckman's model). In the third stage, the group manages to work through the conflicts (identical to 'Norming' in Tuckman's model). And in the last stage, groups focus on team productivity (identical to 'Performing' in Tuckman's model).
199:
712:, followed by self-designing teams. Finally, at the top of the hierarchy, come self-governing teams. The model describes four different types of control that fully self-governing teams can possess. These include control over the execution of the task, monitoring and managing work processes, control over the design and performance of a team, and setting the overall direction of the team.
34:
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similar in form and function to its manifestation at team-level. Compilational emergence, on the other hand, represents a greater degree of synergy among team members and represents a new-team level construct. As such, higher degrees of compilational emergence are more closely related to team process and performance than is compositional emergence.
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coordinated fashion, the way that team member rely on knowledge that is possessed by other members and how knowledge sets are differentiated within a team. The emergence of team cognition is thought to impact team effectiveness because it can positively affect a team's behavioural process, motivational states, and performance.
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the required tasks but someone outside the team performs the executive functions. As the person's job it is who performs the executive functions is to define the goals and methods for the team, the team itself holds the sole responsibility of the execution of the work that needs to be performed. Next in the hierarchy are
297:"The concepts also differ from the crucial concepts that define the permanent organization. Permanent organizations are more naturally defined by goals (rather than tasks), survival (rather than time), working organization (rather than team) and production processes and continual development (rather than transition)"
276:, thereby allowing outsiders to view them as a single unit. In this way, setting up a team allegedly facilitates the creation, tracking and assignment of a group of people based on the project in hand. The use of the "team" label in this instance often has no relationship to whether the employees work as a team.
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have seen the emergence of the virtual work-team. A virtual team is a group of people who work interdependently and with shared purpose across space, time, and organisational boundaries using technology to communicate and collaborate. Virtual team members can be located across a country or across the
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Lastly, the team's leader will contribute by finding ways to improve team work. This may be done through questionnaires given to the team. These can address any problems, or seek avenues the team would like to see improved. A strength of the team is its continuous stride for improvement and openness
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Third, if the team decides to take an action, it may be something they change internally, such as clarifying their goals, receiving training, collaborating, or building commitment as a team. If not internally, this action can be something they will act on outside of the team, such as networking with
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Pressuring teams to become independent or interdependent, on the grounds that management has decided that one type is intrinsically better than the other, results in failure. The nature of the team is defined by the type of work that is done, and not by management's wishes or by the fashions of the
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Independent-level work groups are the most common form of work groups on the business scene... staff members work on their own assignments with general direction and minimal supervision. Sales representatives, research scientists, accountants, lawyers, police officers, librarians, and teachers are
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period of time and for a separate, concretely definable purpose, often becomes known as a project team. This category of team includes negotiation-, commission- and design-team subtypes. In general, these types of teams are multi-talented and composed of individuals with expertise in many different
252:
An executive team is a management team that draws up plans for activities and then directs these activities (Devine, 2002). An example of an executive team would be a construction team designing blueprints for a new building, and then guiding the construction of the building using these blueprints.
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One aspect of teams that can set them apart from other groups is their level of autonomy. Hackman developed a hierarchical model of team autonomy which consists of four levels of team self-management. It is imagined along a continuum, starting with a manager-led team in which team members complete
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Team cognition has been defined as an "emergent state that refers to the manner in which knowledge important to team functioning is organized, represented, and distributed within team." This emergent state can manifest in two ways. Compositional emergence occurs when individual level cognition is
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team, because the costs and benefits to individual team members—and therefore the intrinsic incentives for positive team behaviors—differ markedly. An interdependent team benefits from members getting to know the other team members socially, from developing trust in each other, and from conquering
231:
group on an assembly line would be an example of an advisory team: they may examine the products produced and make suggestions about how to improve the quality of the items being made. A product reaches the final stage and is put for sales after getting approved by the advisory teams. The advisory
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by Peter G. Northouse, he states that, “A team is a type of organizational group that is composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals,” (Northouse, 363). Overall, the team will lead each other to bring forth
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When companies are in trouble, they often restructure into teams. However, putting people into teams does not solve problems; if not done thoughtfully, this may even cause more problems. The formation of teams is most appropriate for tasks that are difficult, complex and important. These types of
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These types of teams result in the highest potential for innovative work and motivation among its members. Team members determine the team's objectives and the means to achieve them. The management's only responsibility among self-directing teams is the creating the team's organizational context.
210:
Although the concept of a team is relatively simple, social scientists have identified many different types of teams. In general, teams either act as information processors, or take on a more active role in the task and actually perform activities. Common categories and subtypes of teams include:
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The “team” portion of team leadership is based on individuals and how each share the work between one another. First, individuals must see that they are a team, not simply a group. Each member takes on a portion of the group's leadership and responsibility. Each member helps other members to see
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The interest in teams gained momentum in the 1980s with the publication of Belbin's (1981) work on successful teams. The research into teams and teamwork followed two lines of inquiry. Writers such as Belbin (1981, 1993), Woodcock (1989), Margerison and McCann (1990), Davis et al. (1992), Parker
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Lundin and
Soderholm define project teams as a special case in the more general category of temporary organizations which also includes task forces, program committees, and action groups. All of these are formed to "make things happen". This emphasis on action leads to a demarcation between the
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Second, the team sets result driven goals. To achieve this, the designated leader guides the team based decision making process. The team clarifies or agrees on attainable goals. Additionally, they agree on steps to obtain them. Furthermore, the team determines if they need to take an immediate
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systems. Mental models refer to the degree in which team members have similar cognitive understanding of the situation and performance goals which include shared representations of the task. Transactive memory systems relate to how knowledge is distributed among team members and retrieved in a
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Team size and team composition affect team processes and team outcomes. The optimal size (and composition) of teams is debated and will vary depending on the task at hand. At least one study of problem-solving in groups showed an optimal size of groups at four members. Other works estimate the
715:
To understand how teams deliver extra performance, we need to distinguish between teams and working groups. A working group's performance is made up of the individual results of all its individual members. A team's performance is made up of both individual results and collective results. Teams
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A common myth is that to function effectively, teams need a strong, powerful, and charismatic leader. In general, leaders who control all the details, manage alle the key relationships in the team, have all the good ideas, and use the team to execute their "vision" are usually overworked and
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making phone calls, then it is likely that this team is an independent team. They may be able to help each other—perhaps by offering advice or practice time, by providing moral support, or by helping in the background during a busy time—but each individual's success is primarily due to each
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In this view, teams represent the latest means of controlling the worker, where peer pressure from fellow team members adds to other managerial controls to increase the level of work intensification. For this view, therefore, teamworking has a 'dark side' of surveillance, peer pressure and
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Hybrid teams and hybrid rewards, which try to combine characteristics of both, are sometimes created in the hope of getting the best of both types. However, instead, they tend instead to produce the negative features of each and none of the benefits, and consequently under-perform.
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Multidisciplinary teams involve several professionals who independently treat various issues a patient may have, focusing on the issues in which they specialise. The problems that are being treated may or may not relate to other issues being addressed by individual team members.
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The interdisciplinary team approach involves all members of the team working together towards the same goal. In an interdisciplinary team approach, members of the core team will often rôle-blend, taking on tasks usually filled by people in different roles on the team.
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While academic research on teams and teamwork has grown consistently and has shown a sharp increase over the past recent 40 years, the societal diffusion of teams and teamwork actually followed a volatile trend in the 20th century. The concept was introduced into
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Regarding composition, all teams will have an element of homogeneity and heterogeneity. The more homogeneous the group, the more cohesive it will be. The more heterogeneous the group, the greater the differences in perspective and increased potential for
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produce work products/results though the joint contributions of team members. This is what makes the team's collective performance greater than the sum of all individual members’ best performance. In short, a team is more than the sum of its parts.
586:. So while a large team may be ineffective at performing a given task, Cooperider says that the relevance of that task should be considered, because determining whether the team is effective first requires identifying what needs to be accomplished.
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Team cognition consists of two broad types of content. Task related models are related to knowledge of the major duties and resources possessed by the team. Team-related models refer to interactions and interdependence among the team members.
680:, and a sales group can be let down by poor performance in other parts of the organisation upon which sales depend, like delivery, after-sales service, etc. However "sales staff" is a more accurate description of the typical arrangement.
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who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks". Many virtual teams are solving customer problems or generating new work processes.
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Idealized
Influence: The ability to engage other people by your actions. They like the way that you do things, they like the way the you treat people, and they like your approach to problems. Charisma is often associated with idealized
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The failures of teams have also been very dramatic and visible, however, making the need for information about and understanding of team effectiveness and team leadership essential for today's organizations
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A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members.
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Inspirational
Motivation: The ability to inspire others with your vision. Those who lead with inspirational motivation will enable their followers to achieve things they did not believe were possible.
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Intellectual
Stimulation: The ability to stimulate others to be creative and challenge preconceptions they possess. This behavior enables a leader to tap into creativity as a competitive advantage.
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individual's own efforts. Runners do not win their own races merely because the rest of their teammates did, and maths students do not pass tests merely because their neighbours know how to solve
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and services (Devine, 2002). The actual workers on an assembly line would be an example of a production team, whereas waiters and waitresses at a diner would be an example of a service team.
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Team members need to learn how to help one another, help other team members realize their true potential, and create an environment that allows everyone to go beyond their limitations.
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environment, sales teams and traditional professionals (such as doctors, lawyers, and teachers), work in independent teams. Most teams in a business setting are independent teams.
244:" in tasks (Devine, 2002). For instance, messengers on a construction site, conveying instructions from the executive team to the builders, would be an example of a command team.
121:. However, Hackman sees team effectiveness not only in terms of performance: a truly effective team will contribute to the personal well-being and adaptive growth of its members.
60:, " team is a group of people who are interdependent with respect to information, resources, knowledge and skills and who seek to combine their efforts to achieve a common goal".
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Managers may believe that the current use of teams is a management fad that will go away in time, and the traditional vertical organizational design will once again hold forth.
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Many people believe in the effectiveness of teams, but also see them as dangerous because of the potential for exploiting workers — in that team effectiveness can rely on
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Effective
Virtual Teams through Communities of Practice (Department of Management Science Research Paper Series, 00/9), University of Strathclyde, Strathclyde, UK, 2000.
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Devine, D. J. (2002). A review and integration of classification systems relevant to teams in organizations. Group
Dynamics: Theory, Research, and Practice, 6, 291–310.
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Individualized
Consideration: The ability to truly know those that you wish to lead. This behavior enables leaders to realize and draw out the full potential of others.
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Self-directed teams offer the most potential for innovation, enhance goal commitment and motivation, and provide opportunity for organizational learning and change.
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One common distinction is drawn between interdependent and independent teams. The difference is determined by the actions that the team members take while working.
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I do not count as effective any team for which the impact of the group experience on members' learning and well-being is more negative than positive.
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Teams are in need of transformational leaders not more managers, with the important caveat that the world does not function well without managers.
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Time – the time horizons and limits are crucial to the existence of temporary organizations "whose very existence helps spread a sense of urgency".
2020:
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Weiss, M. & Hoegl, M. (2015). The
History of Teamwork's Societal Diffusion: A Multi-Method Review. Small Group Research, Vol. 46(6) 589–622.
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Taha, Zahari; Ahmed, Shamsuddin; Ale
Ebrahim, Nader (2009-12-21). "Virtual R& Teams in Small and Medium Enterprises: A Literature Review".
323:) together. Members include all players (even those who are waiting their turn to play), as well as support members such as a team manager or
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The goal of the command team is to combine instructions and to coordinate action among management. In other words, command teams serve as the "
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through a coordinated effort which allows each member to maximize their strengths and minimize their weaknesses. Naresh Jain (2009) claims:
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Synergy occurs when the team's combined output is greater than the sum of the individual inputs. Synergy creates an excess of resources.
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optimal size between 5–12 members or a number of members that can consume two pizzas. The following extract is taken from Chong (2007):
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Task – the raison d` ètre for the temporary organization; no other party is attending to the same task at the same time in the same way
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An action team is a group of people with leadership skills. It devises strategies, analyze situations and execute needed actions.
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English-speakers commonly use the word "team" in today's society to characterise many types of groups. Peter Guy
Northouse's book
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Forsyth, D. R. (2006). Teams. In Forsyth, D. R., Group Dynamics (5th Ed.) (P. 351–377). Belmont: CA, Wadsworth, Cengage Learning.
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Team members normally have different roles, like team leader and agents. Large teams can divide into subteams according to need.
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Forsyth, D. R. (2006). Teams. In Forsyth, D. R., Group Dynamics (5th Ed.) (P. 351–377). Belmont: CA, Wadsworth, Cengage Learning
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Furnham, A.; Steele, H.; Pendleton, D. (1993). "A psychometric assessment of the Belbin team role self-perception inventory".
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918:. Wiley series in systems engineering and management (2 ed.). Hoboken, New Jersey: John Wiley & Sons. p. 347.
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509:). Interdependent teams respond well to collective rewards, and independent teams perform better with individual rewards.
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suggests that the larger the group, the better. This is because a larger group is able to address concerns of the whole
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In their 2009 literature-review paper, Ale Ebrahim, N., Ahmed, S. and Taha, Z. added two key issues to definition of a
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Teams must develop the right mix of skills, that is, each of the complementary skills necessary to do the team's job.
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temporary organization and its environment. The demarcation is driven by four interrelated concepts (the four T's):
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A group does not necessarily constitute a team. Teams normally have members with complementary skills and generate
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DeChurch, L.A.; Mesmer-Magnus, J.R. (2010). "The cognitive underpinnings of effective teamwork: a meta-analysis".
1521:"Role balance and team development: A study of team role characteristics underlying high and low performing teams"
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areas. Members of these teams might belong to different groups, but receive assignment to activities for the same
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players can form (and re-form) to practise their craft/sport. Transport logistics executives can select teams of
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McFadzean, E. (2002). "Developing and supporting creative problem-solving teams: Part 1 – a conceptual model".
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57:
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Cohen, S. G.; Ledford, G. E. Jr. (1994). "The effectiveness of self-managing teams: A quasi-experiment".
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Gersick, C. J. G. (1988). "Time and transition in work teams: toward a new model of group development".
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Dunphy, Dexter; Bryant, Ben (1996-05-01). "Teams: Panaceas or Prescriptions for Improved Performance?".
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Transition – an accomplishment or some sort of qualitative difference is expected after the time horizon
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The other line of inquiry focused on measuring the ‘effectiveness’ of teams. Writers such as Deihl and
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Kozlowski, S. W. J.; Ilgen, D. R. (2006). "Enhancing the effectiveness of work groups and teams".
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In the first stage, group development is characterized by members' dependency on the designated
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Thompson, Chao-Ying Wang Maurice. Making the Team: a Guide for Managers. Prentice-Hall, 2004.
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R Meredith Belbin's Team Roles Viewed from the Perspective of the Big 5: A Content Validation
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Margaret Wheatley (2002) observes that in too many organizations team is a four-letter word.
206:(JASDF) team looks on after the Type 91 Kai MANPAD fires a rocket at a mock airborne target.
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Team members need to learn how to help one another, help other team members realize their
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their own individual ideas and strengths, which create opportunities for great success.
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team necessarily requires a different approach from coaching an independent team like a
353:: "as small temporary groups of geographically, organizationally and/ or time dispersed
106:'s desire to integrate what that movement perceives as best for workers and as best for
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1697:(1987). "Productivity loss in brainstorming groups: towards the solution of a riddle".
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1067:. J-B US non-Franchise Leadership. Vol. 180. John Wiley & Sons. p. 133.
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Advisory teams make suggestions about a final product (Devine, 2002). For instance, a
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Business Insider "The 'Two Pizza Rule' Is Jeff Bezos' Secret To Productive Meetings"
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Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People
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1526:. Institute of Behavioral and Applied Management, Victoria University of Wellington
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Leading with Questions: How Leaders Find the Right Solutions By Knowing What To Ask
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in the late 20th century, which was followed by a popularization of the concept of
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how one player performs has no direct effect on the performance of the next player
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no significant task can be accomplished without the help and cooperation of every
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Alongside the concept of a team, compare the more structured/skilled concept of a
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is a group of individuals (human or non-human) working together to achieve their
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self-exploitation, which augments broader management controls of work behaviour.
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Research into team cognition has focused on how teams develop mental models and
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Team – provides the human resources to accomplish the task in the time available
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Teams at the Top: Unleashing the Potential of Both Teams and Individual Leaders
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Remarkable Leadership: Unleashing Your Leadership Potential One Skill at a Time
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Lundin, R. A.; Soderholm, A. (1995). "A Theory of the Temporary Organization".
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97 Things Every Project Manager Should Know: Collective Wisdom from the Experts
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world, rarely meet face-to-face, and include members from different cultures.
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of the whole team. No rugby player, no matter how talented, has ever won a
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The Key: How Corporations Succeed by Solving the World's Toughest Problems
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action, or if they can simply watch a situation for a period of time.
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Teams in areas of work or study such as in the medical field, may be
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2002:
Wheelan, S. (2010). Creating Effective Teams: a team for 5 to 6 naks
1182:. Boston, Massachusetts: Harvard Business Review Press. p. 29.
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artificial collective challenges (such as those offered in outdoors
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within their team members typically specialize in different tasks (
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1250:"Transforming to Transform – Preconditions to Launching as a Team"
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races are run, or points are scored, by individuals or by partners
1978:. Boston, Massachusetts: Harvard Business School Press. pp.
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Coaching differences between interdependent and independent teams
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Some people use the word "team" when they mean "employees". A "
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If all team members each perform the same basic tasks, such as
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every person in a given job performs basically the same actions
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Successful Team Building: How to Create Teams that Really Work
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the success of every individual is inextricably bound to the
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Team Players and Teamwork: The Competitive Business Strategy
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1398:(in Dutch). HarperCollins Publishers India. pp. 40–41.
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Many teams go through a life-cycle of stages, identified by
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Davis, J.; Millburn, P.; Murphy, T.; Woodhouse, M. (1992).
1483:"Is Your Team Too Big? Too Small? What's the Right Number?"
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team consists of experts who possess extraordinary skills.
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Work teams are responsible for the actual act of creating
1332:"Differences between Work Groups and Teams – For Dummies"
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team provides a clear example of an interdependent team:
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151:, or the well-defined – but time-limited – existence of
88:. Differing opinions exist on the efficacy of this new
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Leading Teams: Setting the Stage for Great Performances
1142:. SAGE Key Concepts series. London: SAGE. p. 206.
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1426:(2 ed.). Oxford University Press US. p. 35.
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Journal of Occupational and Organizational Psychology
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forming, storming, norming, performing and adjourning
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their strengths and how they complement each other.
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working problems in a maths class, or outside sales
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Building Smart Teams: A Roadmap to High Performance
672:team" is a common example of this loose or perhaps
2032:Bass, Bernard M.; Riggio, Ronald E. (2006-08-15).
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451:team is a classic example of an independent team:
178:for the purpose of conveying passengers or goods.
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1970:O'Reilly III, Charles; Pfeffer, Jeffrey (2000).
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950:. Thousand Oaks, California: SAGE. p. 65.
942:Beatty, Carol A.; Barker Scott, Brenda (2004).
606:, but also the greater potential for conflict.
132:perspective. According to the team approach to
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916:Handbook of Systems Engineering and Management
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1475:
1133:
102:Others see it as a panacea that realizes the
1919:Psychological Science in the Public Interest
1832:. Boston, MA: Harvard Business School Press.
1792:
1699:Journal of Personality and Social Psychology
1692:
1647:
1097:
742:Leadership – Theory and Practice 7th Edition
1619:
1456:Making the team : a guide for managers
1368:. John Wiley & Sons. pp. 147–148.
880:Making the team : a guide for managers
663:
2031:
1827:
1550:Management Teams: Why They Succeed or Fail
1538:
1489:. University of Pennsylvania. 14 June 2006
1472:
1417:
1415:
1361:
683:Groups develop into teams in four stages:
676:usage, though inter-dependencies exist in
2059:
1930:
1842:
1211:
1060:
343:information and communications technology
1662:
1577:
1453:
875:
588:
385:
197:
193:
147:, the advantages of formal and informal
32:
1723:
1412:
1391:
1173:
1014:
884:(3rd ed.). Pearson/Prentice Hall.
525:Multidisciplinary and interdisciplinary
381:
2101:
1677:
1628:
1562:
1547:
1329:
549:Self-directing or self-designing teams
1518:
1449:
1447:
1445:
1443:
1387:
1385:
1357:
1355:
1325:
1323:
1321:
905:
644:
558:Team size, composition, and formation
315:team is a group of people which play
1422:Ferrell, Betty; Nessa Coyle (2006).
1134:Blyton, Paul; Jenkins, Jean (2007).
973:
442:
1593:Margerison, C.; McCann, D. (1990).
982:. O'Reilly Media, Inc. p. 96.
802:Forming-storming-norming-performing
756:engage in the following behaviors:
733:others or negotiating for support.
13:
1780:10.1111/j.2044-8325.1993.tb00535.x
1751:Evenden, R.; Anderson, G. (1992).
1440:
1382:
1352:
1318:
1265:Scandinavian Journal of Management
1218:. Sage Publications. p. 160.
944:"3: Ream Problem Solving for Pros"
658:New United Motor Manufacturing Inc
14:
2125:
1026:. John Wiley & Sons. p.
623:
247:
222:
1941:10.1111/j.1529-1006.2006.00030.x
1755:. Cambridge, MA: Addison-Wesley.
1682:(5th ed.). New York: Wiley.
1680:Personality: Theory and Research
1567:. Oxford: Butterworth-Heinemann.
1552:. Oxford: Butterworth-Heinemann.
1362:Eikenberry, Kevin (2011-02-17).
330:
256:
186:Of particular importance is the
16:Group linked in a common purpose
2025:
2014:
2005:
1996:
1963:
1910:
1863:
1836:
1821:
1786:
1759:
1744:
1717:
1686:
1671:
1656:
1648:Spencer, J.; Pruss, A. (1992).
1641:
1586:
1571:
1556:
1512:
1501:
1304:Social Science Research Network
1295:
1283:
1256:
1242:
1215:Leadership: theory and practice
1205:
1166:
857:The Five Dysfunctions of a Team
690:counter dependency and fighting
300:
235:
214:
126:Leadership: theory and practice
2036:. Vol. 331. p. 560.
1454:Thompson, Leigh (2017-01-03).
1424:Textbook of Palliative Nursing
1126:
1090:
1061:Marquardt, Michael J. (2011).
1053:
1008:
999:
967:
935:
898:
869:
737:to interventional assistance.
496:an interdependent team like a
374:Interdependent and independent
99:: overused and under-useful.
1:
1872:Journal of Applied Psychology
1726:Academy of Management Journal
1392:Gratton, Lynda (2015-01-15).
1212:Northouse, Peter Guy (1997).
1022:Strategic Management of Teams
908:"7: Total Quality Management"
863:
719:
361:
190:of different types of teams.
1277:10.1016/0956-5221(95)00036-U
1174:Hackman, J. Richard (2002).
976:"Run marathons, not sprints"
914:; Rouse, William B. (eds.).
204:Japan Air Self-Defense Force
58:Kellogg School of Management
7:
2034:Transformational Leadership
1667:. Oslo: University of Oslo.
1458:(Sixth ed.). Pearson.
774:
10:
2132:
1828:Katzenbach, J. R. (1998).
1807:10.1177/001872679404700102
1711:10.1037/0022-3514.53.3.497
1112:10.1177/001872679604900507
978:. In Davis, Barbee (ed.).
648:
334:
304:
260:
25:
18:
1857:10.1108/00251740210430443
1753:Making the Most of People
906:Melsa, James L. (2009).
876:Thompson, Leigh (2008).
754:Transformational leaders
687:dependency and inclusion
664:Not all groups are teams
181:
104:Human Relations Movement
52:As defined by Professor
26:Not to be confused with
1580:Team Development Manual
782:Air-defense experiments
267:A team used only for a
128:discusses teams from a
95:. Some see "team" as a
1637:. Oxford: Jossey-Bass.
1629:Parker, G. M. (1990).
1597:. London: W. H. Allan.
1563:Belbin, R. M. (1993).
1548:Belbin, R. M. (1981).
598:
397:
207:
77:
38:
2042:10.4324/9781410617095
1663:Lindgren, R. (1997).
1615:. London: Kogan Page.
1578:Woodcock, M. (1989).
974:Jain, Naresh (2009).
592:
447:On the other hand, a
389:
201:
194:Categories by subject
69:
36:
21:Team (disambiguation)
1519:Chong, Eric (2007).
1290:Kimble et al. (2000)
1140:Key Concepts in Work
817:Judge–advisor system
382:Interdependent teams
19:For other uses, see
1845:Management Decision
1678:Pervin, L. (1989).
1582:. Gower: Aldershot.
1330:Brounstein, Marty.
710:self-managing teams
693:trust and structure
1652:. London: Piatkus.
1650:Managing your team
1565:Team Roles at Work
1176:"1: The Challenge"
651:Team effectiveness
645:Team effectiveness
634:transactive memory
599:
398:
208:
86:constructing teams
39:
1487:Knowledge@Wharton
1433:978-0-19-517549-3
1016:Cleland, David I.
807:Group (sociology)
749:underproductive.
580:David Cooperrider
535:interdisciplinary
531:multidisciplinary
443:Independent teams
438:by playing alone.
368:tangible products
355:knowledge workers
2121:
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2085:
2079:
2075:
2073:
2065:
2063:
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1934:
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1884:10.1037/a0017328
1867:
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1860:
1851:(5/6): 463–476.
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842:Team composition
822:Multiteam system
812:Groups of people
341:Developments in
97:four-letter word
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1795:Human Relations
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1595:Team Management
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1100:Human Relations
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912:Sage, Andrew P.
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847:Team management
797:Driving (horse)
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449:track-and-field
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229:quality-control
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649:Main article:
646:
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624:Team cognition
622:
597:yoked together
577:
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519:management fad
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305:Main article:
302:
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261:Main article:
258:
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248:Executive team
246:
237:
234:
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223:Advisory teams
221:
216:
213:
195:
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162:Thus teams of
73:true potential
54:Leigh Thompson
37:A team at work
15:
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2109:Social groups
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2021:Group vs Team
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1136:"Teamworking"
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614:Bruce Tuckman
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331:Virtual teams
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257:Project teams
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1878:(1): 32–53.
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1528:. Retrieved
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1339:. Retrieved
1335:
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1153:. Retrieved
1139:
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1063:
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1041:. Retrieved
1021:
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421:goal kicking
417:r.r the ball
399:
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351:virtual team
348:
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310:
301:Sports teams
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263:Project team
251:
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236:Command team
226:
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215:Action teams
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149:partnerships
142:
125:
123:
119:surveillance
112:
101:
78:
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42:
40:
1732:(1): 9–41.
1695:Stroebe, W.
1693:Deihl, M.;
1530:22 November
1493:22 November
674:euphemistic
392:rugby union
321:team sports
307:Sports team
153:task forces
2103:Categories
1341:2015-09-10
1231:2019-02-04
1195:2019-02-04
1155:2019-02-04
1080:2016-03-23
1043:2014-05-05
864:References
832:Super-team
761:influence.
720:Leadership
604:creativity
593:A team of
502:gymnastics
362:Work teams
242:middle man
134:leadership
130:leadership
90:management
2080:ignored (
2070:cite book
1927:CiteSeerX
1815:145643669
1801:: 13–43.
1172:Compare:
1120:146423108
1059:Compare:
904:Compare:
792:Community
787:Coalition
476:equations
471:employees
117:and peer
1957:20030504
1949:26158912
1892:20085405
1132:Compare:
1096:Compare:
1018:(1996).
852:Teamwork
775:See also
498:football
494:Coaching
483:business
467:students
138:meetings
108:managers
82:business
2061:1200593
1980:175–200
1312:1530904
573:Stroebe
517:latest
481:In the
432:success
319:(often
274:project
269:defined
188:concept
65:synergy
56:of the
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702:leader
584:system
427:), and
410:member
317:sports
313:sports
168:horses
2114:Teams
1953:S2CID
1811:S2CID
1734:JSTOR
1524:(PDF)
1116:S2CID
910:. In
670:sales
402:rugby
395:scrum
325:coach
182:Types
174:, or
2082:help
2046:ISBN
1984:ISBN
1945:PMID
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1532:2014
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1308:SSRN
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920:ISBN
886:ISBN
696:work
616:as:
595:oxen
436:game
423:and
176:oxen
172:dogs
164:game
145:crew
47:goal
43:team
28:Teem
2056:PMC
2038:doi
1937:doi
1880:doi
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