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Chapter 1. What's So New About Teams? > Team Members: Rethink Your Roles - Pg. 8

What's So New About Teams? 1. 8 2. 3. 4. 5. 6. 7. 8. Disagree.People who know where they're going--who can see the big picture--are more committed and will work harder to reaching those objectives than people who are aware only of immediate goals. Disagree.Admonishing a person doesn't solve the problem; it only makes the person feel small in front of coworkers. A constructive critique, in private, corrects a problem without hu- miliating the person. Disagree.It's better to admit ignorance of a matter than to try to bluff. People respect leaders who accept that they don't know everything. Agree.The most important step in developing the full capabilities of associates is good train- ing. Team leaders who invest the time to lay a solid foundation in the beginning will reap huge returns. Agree.People directly involved with the job can often contribute good ideas toward the sol- ution of problems related to their work. Agree.Resentment creates low morale and often leads to conscious or subconscious sabo- tage. Disagree.Toughness is not as important as fairness and an inspiring attitude. Disagree.The happiness and satisfaction of team members on the job are important, but they are secondary to getting the job done. Work with members to find ways to combine perform- ance with job satisfaction. Team Builder