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LDR 301 · Unit 2 of 7

Teams

Organizational Behavior and Team Leadership

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Learning objectives

After completing this unit, you will be able to:

  • to business decisions
  • Apply the frameworks in "Teams" to a real management decision
  • Make progress on your Organizational Behavior and Team Leadership case analysis applied project

Why this matters

Teams is essential to Organizational Behavior and Team Leadership. Lessons build fluency with anchor-company examples, worked problems, and assessments on the unit page.

Lesson

Unit overview

Complete all 5 lessons in order. Each lesson follows the program authoring standard: conceptual prose, worked examples, practice problems, and managerial judgment prompts. Finish unit exercises and the knowledge check before marking the unit complete.

Connection to applied work

This unit feeds directly into Organizational Behavior and Team Leadership case analysis. As you read, capture notes, examples, and data you can reuse in that deliverable. Strong students finish each unit with a draft section of their project, not just highlights.

Practice

  1. Write a one-page summary of this unit in your own words without looking at the lesson.
  2. Find a real company example (public filing, news article, or personal experience) that illustrates the main concept.
  3. Draft one paragraph recommending an action a manager should take based on this unit.
  4. Add at least three terms from this unit to your course glossary.

Knowledge check

Answer these without notes before marking the unit complete:

  1. What is the central idea of "Teams"?
  2. What mistake do beginners most often make when applying this material?
  3. How does this unit help you complete Organizational Behavior and Team Leadership case analysis?
  4. What is one decision you face this month where this unit applies?

Key takeaways

  • to business decisions
  • Business concepts only matter when they change a decision.
  • Your LDR 301 assessment (Teams, culture, power, conflict, change, and applied leadership practice.) rewards applied understanding, not memorization.

Unit assessment

Complete each section below. Score 80%+ on the quiz to finish this unit's assessment.

40% applied project35% knowledge checks25% reflections

Exercises

Apply what you learned in this unit with structured practice.

ExerciseApplied practice: Teams45 min
Complete a focused practice exercise on **Teams**. 1. Choose a real company, product, or situation you know. 2. Apply one core framework from this unit to analyze it. 3. Write your analysis in 300–500 words with a clear recommendation. 4. Cite at least one credible source.

Deliverable

300–500 word analysis document saved to your portfolio under LDR 301.

Rubric

  • • Framework applied correctly (not just named)
  • • Specific evidence from a real example
  • • Clear recommendation with tradeoffs acknowledged
  • • Professional writing with source citation
ExerciseDrill: Teams30 min
Work through the practice problems in the unit lesson without looking at notes. Then check your work against the lesson and write a short reflection: - What you got right - One mistake you caught - One concept to review before the next unit

Deliverable

Problem solutions + 150-word reflection in your LDR 301 workbook.

Rubric

  • • Attempted all practice items before checking answers
  • • Honest reflection on errors
  • • Identifies a specific review action

Reflection

Reflect on how the unit concepts apply to your work.

ReflectionReflection: Teams40 min
Write a structured reflection (400–600 words) on **Teams**. Address: 1. What surprised you in this unit? 2. Where have you seen this dynamic in a team or organization? 3. What will you do differently in the next 30 days? Use specific examples. Avoid generic statements.

Deliverable

Reflection document in your portfolio.

Rubric

  • • Specific personal or observed example
  • • Connects unit concepts to behavior
  • • Identifies a concrete behavior change
  • • Honest and analytical tone

Knowledge quiz

Check your understanding before marking the unit complete.

1. BrightPath (900 professionals, ~19% attrition) begins a team formation review in Teams. What is the best first step?

2. CHRO Diane Foster requires two independent signals before scaling HR interventions. Which pairing satisfies that standard for role gaps?

3. A how teams form issue is labeled "personality" at BrightPath. What is the most likely OB correction?

4. Utilization hits 84% in a pod while burnout pulse scores spike. What guardrail principle applies?

5. Pathway legacy and Bright legacy subgroups show divergent engagement on fair promotion. What analysis mistake should Priya Nair avoid?

6. Which evidence label is correct for three focus groups with merged legacy teams?

7. Alex Kim wants to declare integration complete; Diane Foster wants another pulse cycle focused on psychological safety. What decision rule fits LDR 301?

8. Lesson Trust and Psychological Safety at BrightPath emphasizes decision rules. What is the best pilot design?

Next unit: Power and Influence →