A situational example of team putting knowledge to practice through knowledge adaptation is:
a. a manager discovers, by lots of personal research, that his department has created a new type of adhesive that is not sticky when wet but very sticky when dry. The manager challenges himself and his employees to improvise fixes to an employee's broken bicycle with this product.
b. a manager challenges the use of a newly, developed fixture at her departmental status meeting. This manager pushes the fixture design department to keep refining the design with new parameters in mind.
c. in order to shorten his team's R&D phase, a manager visits the company archives and researches past formulas that led to unsuccessful results.
d. a manager finds out that their newest product is not doing well in the market. He pushes the team to take a new look at their product research, and make changes to the product based on the team expanding their knowledge of marketplace trends.
Question 2
A team mental model is a common understanding that members of a team share about how something works. For example, a team might have a common understanding of how to assemble a transistor radio.
All of the following are TRUE about team mental models EXCEPT:
a. they may be assessed in terms of how accurate they are.
b. they may be assessed in terms of how much correspondence (agreement) there is among team members' mental models.
c. they are developed instantly, naturally, and are immediately compatible.
d. teams may have mental models about physical systems as well as social systems (such as how their group works).
"Practice makes perfect"
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