4. Chapter 5 in Reframing Organizations describes high performing teams

a. What is a high performing team? How is it different from an average team? (Type answer here, using blue font.)

b. What are the six distinguishing characteristics of a high performing team as discussed in the book? (Type answer here, using blue font.)

c. Katzenbach and Smith authors of The Wisdom of Teams and discussed in the book point out that the true test of whether a team is good is tied to the extent to which it achieves its performance objectives. What do they mean by this? (Type answer here, using blue font.)

d. It seems that everyone strives to develop high performing teams, but in practice we encounter few such teams. Why do you think it is so difficult to develop high performing teams? (Type answer here, using blue font.)

Your answer to the different components of this question should total about 1-2 pages, single spaced.

5. In Chapter 5, the authors of Reframing Organizations discuss an all-channel network. (Note: This design is similar to Helgesens web of inclusion as described in the Bolman and Deal book.)

a. When people try to get work done through wikis and other social networking techniques, they employ an all-channel network approach. Describe why this is so? (Type answer here, using blue font.)

b. A significant problem with all channel networks is that when the number of participants grows beyond a critical mass, they cease to function effectively. Why is this so? (Type answer here, using blue font.)

Your answer to the two components of this question should total about 1 page in length, single spaced.