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As already mentioned, the teams are made up of individuals, and individuals bring to teams a number of distinctive features, that well-managed will lead to synergy effects. The characteristics of the team members must be sufficient to perform the required tasks. Some of these individual differences among members of a task force are:
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Training and skills: general and specialized training, and knowledge related to the tasks at hand
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Experience to perform tasks within the team
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Personality: all possess a unique pattern of traits and characteristics, and many of these features are stable over time. Personality is defined as the unique and relatively stable pattern of behavior, thought and emotions displayed by an individual. Personality traits generate general trends in behavior over time and in different situations.
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Skills: These are the mental and physical abilities to perform certain tasks. The primary mental ability is intelligence, but today it is recognized that there are three types of intelligence:
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Cognitive intelligence is the ability to understand complex ideas, adapt to the environment effectively, learn from experience and reason. Intelligence is not a unit capacity, but a set of different skills.
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Practical intelligence is the ability to solve practical problems of daily life. It is based on tacit knowledge, knowledge about how things are done.
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Emotional intelligence is the ability to recognize and regulate emotions, to recognize and influence the emotions of others, self-motivated and effective relationships with others.
Intelligence is not the only type of cognitive ability, but there are other specific skills such as verbal aptitude, numerical aptitude, perceptual speed, and spatial visualization.
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Attitudes and skills: the attitudes are positive or negative tendencies toward certain objects (people, tasks, organizations ...). Important attitudes at work are, for example, job satisfaction or customer orientation. Skills are, like skills, abilities to perform certain tasks, but differ in that the skills they can learn and develop through practice and training (public speaking, conducting meetings, etc.). . The main attitudes and skills important for teamwork are the implication, the relationship and communication skills, ability to deal with conflicts, analysis skills and problem solving, attitude of respect for others and learn to encourage meetings.
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Perception is the process by which people select, organize and interpret their sensory impressions to give meaning to their environment. Each person perceives the environment around him in a unique and different from others and what is perceived may differ substantially from objective reality, but the behavior of people is based on how they perceive reality, not in reality itself. There are a number of factors that help shape and sometimes distort perception. These factors may be in the perceiver, the perceived object or the context in which perception takes place. Personal characteristics of the recipient (attitudes, motivations, interests, past experience and expectations) influence perception. This causes sometimes the same problem is seen quite differently by different people based on their experience, their knowledge of their position in the organization chart, its mood, and so on. This can be positive, because it enriches the analysis problem to tackle it from different points of view, but also can be a source of interpersonal conflicts difficult to understand. Moreover, the characteristics of the observed object can also affect perception. The movements, sounds, size, novelty and other characteristics of the target shape how we perceive them. For example, it is more likely that more emphasis on a group of people who speak louder than silent. Moreover, the relationship between an object and its background, horn and our tendency to group similar things, also affect perception.
As a result of physical or temporal proximity, or similarity, join objects, people or circumstances that may not relate (if two employees of a company leave suddenly, we think that his departure is related, albeit not well, the members of any group with distinctive horn sex, race, age, etc.. shall be collected horn also similar in other characteristics that are not related).
The context in which perception takes place is also important. Situational factors horn light, heat, noise, employment or social context influence perception.
A special case of perception is the perception of people, because when we see people trying to find explanations for their behaviors and those behaviors can be attributed to external causes (the situation compels the person to behave well) or internal causes (the conduct is subject to the control of the person and is the result of their individual characteristics).
Finally, note that the perception of people and situations in which persons are involved because of the limitations of our information processing system, operating processes to make information more manageable and better exploit. Inference processes occur when we have little information about the person or situation and try to exploit to the fullest. The processes of economizing effort, however, occur when we have abundant information and tried to simplify or synthesize. These processes are useful as they allow us to perceive quickly and provide us with valid data to make predictions, but can also generate errors and distortions in perception:
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Selective perception: as we can not observe everything that happens in our environment, we chose a selective perception, looking for what most suits our interests, experience and attitudes. That is, we see what we see.
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Halo effect: it works when we get a general opinion of a person from a single feature, such as intelligence, sociability, or appearance.
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Projection: tendency to attribute to others their own properties.
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Stereotyping: it consists in judging a person based on the group you belong.
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First impressions: the tendency to base judgments about a person on first impressions we form about them. First impressions determine our behavior
towards others and subsequent impressions.
The degree of similarity among team members about their personal characteristics
may influence performance. The members of homogeneous groups can work better and
with less conflict, but, due to its diverse, heterogeneous groups are better
able to handle complex and creative. The heterogeneity is necessary when tasks
are variable, because you need a broad range of skills. It can also help to
increase efficiency because the team members can learn from each other.
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