Global Teams
Team Synergy
Building Trust
Choosing & Leading Global Teams
Mieke Aben & Myers-Briggs
100

This is the term for a team whose members span two or more countries.

What is a global team?

100

According to the synergy formula, synergy is the product of these two things combined.

What are team structure & leadership AND team attitudes & beliefs?

100

This is the name for the shared background context that co-located teams have but dispersed teams lose.

What is mutual knowledge?

100

When selecting members for a dispersed global team, look for people who can do this — working independently without needing constant direction.

What is self-sufficiency?

100

Mieke Aben moved from this country to Singapore to lead a new team.

What is the Netherlands?

200

These are the two broad types of global teams based on whether members are in the same location.

What are on-site and dispersed teams?

200

This element of team attitudes refers to members feeling safe to take risks, voice concerns, or admit mistakes without fear of punishment.

What is psychological safety?

200

Only this percentage of meaning in same-culture communication comes from words alone.

What is 7%?

200

Managers should provide training in these three areas when forming a global team.

What are technology use, virtual communication, and cultural sensitivity?

200

In Singapore, Mieke's team immediately endorsed her ideas in brainstorming sessions rather than doing this, which puzzled her.

What is debating or pushing back?

300

This advantage of global teams allows companies to staff projects around the clock because members work in different time zones.

What is 24-hour productivity or follow-the-sun work?

300

The chapter says teams with strong design principles complete tasks more creatively and with less of this.

What is wasted effort?

300

This is the term is a challenge caused by virtual teams losing vocal tone, body language, and spontaneous conversation.

What is overdependence on technology?

300

In the "How to Master Recruiting" video, this is identified as the biggest mistake managers make when hiring.

What is hiring for skills/experience only, ignoring culture fit / attitude?

300

This Myers-Briggs dimension most directly affects how a person prefers to communicate on a dispersed global team.

What is the I/E (Introvert vs Extrovert) dimension?

400

This drawback of global teams refers to the tendency to assume teammates in other locations think, work, and communicate the same way you do.

What is operating on autopilot or assuming similarity?

400

This Margaret Heffernan TED Talk argued that hierarchy and pecking order actually undermine this quality in teams.

What is team performance or collaboration?

400

This is the term for the third trust challenge, where critical context gets cut because written communication forces people to be brief.

What is loss of useful detail?

400

This leadership strategy involves going beyond just task completion, through investing in relationships and celebrating wins.

What is building camaraderie?

400

This Myers-Briggs dimension describes whether a person prefers structured plans and decisions or flexibility and keeping options open.

What is the J/P (Judging vs. Perceiving) dimension?

500

Global teams need both of these two skill types to accomplish their goals — one for the task, one for working together.

What are technical skills and interpersonal skills?

500

In the Building a Psychologically Safe Workplace video, Amy Edmondson describes this three-part framework a leader can use to create safety.

What is setting the stage, inviting engagement, and responding productively?

500

This dangerous default behavior is where team members assume similarity across locations rather than investigating differences.

What is operating on autopilot?

500

There are three main strategies for managing global teams. Name all three.

What are: build a foundation for team success, build team trust & engagement, and maintain team effectiveness?

500

The key lesson from Mieke's case that connects to the whole chapter: even well-intentioned managers fail globally when they do this.

What is assume their own cultural norms and best practices will transfer automatically?