ABSTRACT
This chapter examines the issues and existing research results, offers case studies, and suggests directions for training to sensitize managers to cross-cultural differences and cultural biases that influence their judgments about people. It explores feedback in different types of teams and in relation to changing team dynamics, focusing on the team and the individual within the team. The chapter describes how the team members develop a shared mental model that enhances cooperation and mutual trust. Feedback can be important to team process and performance, just as it is to individuals. The researchers found that small behavior changes could be manipulated using the feedback and information about ideal ratings on process dimensions compared to teams receiving only task performance feedback followed by an unstructured discussion. Public feedback in teams can have a positive effect on team members learning goals, regulatory responses and ultimately performance.
