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Prompt #1: Discuss the three essential conditions for successful team
performance described by Thompson (6 points). Are there other essential
conditions that you think should be included in this list (2 points)?
Thompson further discusses social loafing, sucker aversion, and free riding
as threats to team performance. These three behaviors are often cited as
reasons why people do not like teamwork. What causes social loafing (2
points)? How do you think the best way to combat this problem is in a team
setting (2 points)? Discuss your thoughts here in light of your own
experiences (3 points).
In her book Making the Team, Leigh L. Thompson (2018) outlines three essential
conditions for successful team performance. These conditions are: “possess the relevant
expertise to perform the task, be engaged and motivated to perform the task,” and
“execute the task by coordinating with other team members” (Thompson, 2018, p. 114).
In order for a team to “possess the relevant expertise” (p. 114), Thompson suggests that
team member must possess the KSA’s, or “knowledge, skills, and ability” (p. 115). Team
members are more likely to grow in their expertise when they are under less pressure to
learn the skill, have time to practice on their own, and develop appropriate stress-coping
skills (Thompson, 2018, pp. 116-117). When a team member reaches their flow point, or
the “psychological state in which a person is highly engaged in a task” (Thompson, 2018,
p. 117), they become “more productive, more focused…and more satisfied with their
jobs” (p. 117). Thus, the team member fulfills the second essential condition for success:
being “engaged and motivated to perform the task” (Thompson, 2018, p. 114). Finally,
while a team may be experts at their tasks and motivated to do their work, the team still
2018). To avoid this common mistake, managers should practice proper execution
direct communication, small team member numbers, and by training team member’s
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together (Thompson, 2018, pp. 126-128). While there are possibly many other
conditions that may contribute to team success, I believe Thompson has hit the nail on
the head with the three essential conditions she lists in her book. In my current
workplace, we achieve our goals when every team member is an expert in their role, is
Though a team member may be motivated to help achieve team goals, Thompson
(2018) mentions there is still room for negative behaviors, especially when there is team
growth. Social loafing, or not putting in as much effort on a team as one would
independently, is one of the behaviors that can occur in teams (Thompson, 2018, p.
120). This can occur particularly with new additions to the team. In fact, “team
performance increases with team size, but the rate of increase is negatively
120). Similarly, free riding and sucker aversion may also occur in teams. Free riding, or
putting in less effort under the observation that others will work harder, occurs from
(Thompson, 2018, pp. 121-122). Sucker aversion occurs in the form of a self-fulfilling
prophecy where everyone waits to see the amount of effort each person is going to
Fortunately, Thompson lists several measures that can be taken to counteract these
negative behaviors such as: coaching or providing feedback in the moment, offering
offering rewards and recognition, holding the team members personally accountable,
the team goals (Thompson, 2018, p. 125), has worked well to impair social loafing
behaviors. When the team members feel connected to the purpose of the goal, I have
seen people increase their efforts to succeed. Offering recognition and rewards has also
which our manager will report three people that had the highest weekly ticket average.
Some team members have become quite competitive to help meet sales goals,
particularly for this reason. A third measure that we use at my workplace that helps
counteract social loafing is visibility (in conjunction with accountability). Our manager
makes our sales, sales goals, and customer satisfaction ratings visible for every team
member. This, I think, is one of the strongest motivators for our team to do well.
Because our store has a generally good reputation, our team feels responsible for
upholding that reputation. Having visibility holds our team accountable for our success.
Because of this, our team steps up to help move towards achieving our goals.
building rapport” (Thompson, 2018, p. 303). For example, she mentions that not only
do “people primarily rely on nonverbal signals to help them conduct social interactions”
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processes are set into motion when people meet face-to-face” (Thompson, 2018, p. 302).
interaction may be crucial to social processes, it is not always feasible for team projects
or collaboration. Consequently, there are certain challenges that virtual teams may face
in the absence of face-to-face interaction. For example, Thompson mentions that teams
may feel a sense of virtual distance, or feelings of separation caused by the use of
technology to communicate (p. 304). They miss out on the “spontaneous exchanges that
occur outside of the formal meetings” (Thompson, 2018, p. 304). Additionally, there are
several communication challenges that may occur such as the tone of an email or text
message being misinterpreted, feedback may be disconnected, team members may feel
out of the loop, or people may be more likely to engage in the use of insults or profanity
due to the impersonal effect of virtual communication, a.k.a. the flaming effect
teamwork also leaves plenty of room for social loafing and free riding as well. In general
I tend to hear from others that working in a group for a class project can really be a pain
due to some members not contributing as much as others. Unfortunately, I think being
part of a virtual team leaves more room for this to occur as we do not have to see each
other face-to-face as we would in a traditional classroom setting. This makes it easier for
team members to ignore virtual communication and be less involved, less accountable,
build rapport with each other so there is a stronger sense of accountability. Thompson
(2018) mentions that building rapport in face-to-face interactions is important (p. 303).
Therefore, though it would be more difficult and require more effort, building rapport in
a virtual team could also have a positive impact and help the virtual team members to
feel more responsibility towards the group. I personally feel that this is the best way to
engage team members across cyberspace. To an extent each team member must feel a
sense of personal responsibility. Beyond that, the other team members do not have
control over the other member’s actions…only their response to those actions.
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Reference:
Thompson, Leigh (2018). Making the Team: A Guide for Managers, 6th edition.
Pearson.