write:14 Taking the time to develop ahigh-quality team charter and performance strategies paid off in terms of more effectiveteam performance over time. Teams that had high-quality chart

required on-time attendance at meetings). Norms provide an important regulatoryfunction in teams. Once they are developed through a charter and agreed upon
misunderstandings should be fewer and a team member violating a norm (e.g.
missingmeetings) can be reminded of the group’s commitment to attendance. Some groups evenapply sanctions to the violation of norms
such as small fines or social ostracism. However
sanctioning systems are ineffective if they are not applied consistently. In other words
it isimportant to be fair and apply the principles of organizational justice described in Chapter8 if sanctions are included in a team charter.The influences of having a team charter and performance strategies of 32 teams of MBAstudents were studied using a business strategy simulation.14 Taking the time to develop ahigh-quality team charter and performance strategies paid off in terms of more effectiveteam performance over time. Teams that had high-quality charters and strategiesoutperformed teams with poor-quality charters and strategies. Charters are an importanttool the leader can use to get their team off to a good start by developing a sense of purposeand performance strategies. Toolkit Activity 10.1 contains specific guidelines fordeveloping a team charter.Strong team norms give rise to shared understandings within teams
known as team mentalmodels (TMMs). These models and why they are important for team process andperformance are discussed next.Team Mental ModelsTMMs “are team members’ shared
organized understanding and mental representation ofknowledge about key elements of the team’s relevant environment.”15 TMMs are related toeffective team processes and performance16 because they serve a number of functions
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