{"id":207,"date":"2019-03-19T17:36:57","date_gmt":"2019-03-19T17:36:57","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/?post_type=chapter&#038;p=207"},"modified":"2024-04-24T22:50:00","modified_gmt":"2024-04-24T22:50:00","slug":"creating-effective-teams","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/chapter\/creating-effective-teams\/","title":{"raw":"Creating Effective Teams","rendered":"Creating Effective Teams"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Discuss creating effective teams<\/li>\r\n<\/ul>\r\n<\/div>\r\nWe\u2019ve learned a little about how teams differ from groups and really \u201ctake it to the next level\u201d as far as productivity, and we\u2019ve learned about the types of teams we might find in the workplace. Now that we know all that .\u00a0.\u00a0. let\u2019s build one!\r\n\r\nLet\u2019s say that we\u2019ve determined that team work is preferable to individual work for the project we need to accomplish. We don\u2019t want to solve the wrong problem by creating an effective team to do something a single employee could do better! And we want to understand what an effective team actually means to us .\u00a0.\u00a0. in this case, we\u2019re going to call a team \u201ceffective\u201d based on objective measurement of the team\u2019s productivity- a manager\u2019s assessment of their performance and member satisfaction.\r\n\r\nKnowing that a team is the way we want to go, we\u2019re going to take a look at four different areas and\u00a0take them one at a time.\r\n<ul>\r\n \t<li>Context<\/li>\r\n \t<li>Composition<\/li>\r\n \t<li>Work design<\/li>\r\n \t<li>Process<\/li>\r\n<\/ul>\r\n<h2>Context<\/h2>\r\nIf you\u2019re going to create an effective team, you need first to think about context\u2014that is, all the things that surround the team that aren\u2019t actually your team. Contextually speaking, the things that seem to matter most to effective teambuilding are:\r\n<ul>\r\n \t<li>Adequate resources<\/li>\r\n \t<li>Leadership and structure<\/li>\r\n \t<li>Trust<\/li>\r\n \t<li>Performance evaluation and reward systems<\/li>\r\n<\/ul>\r\nOf all of those items, it appears that adequate resources are the item that most impacts a team\u2019s ability to do its work. Lack of resources impedes the team\u2019s ability to do their work, so it\u2019s imperative that organizations support their team with the right amount of funding and tools for the job.\r\n\r\nTeam members should always agree on the work that is to be done and who is doing it, so leadership and structure are important parts of context. Team members should all contribute equally and share the workload, they should determine schedules, any training needed and so on. If they are a self-managed team, they can agree by whatever means they determined decisions might be made, and move on to next steps. Teams don\u2019t have to have leaders, but if they do, they should be careful not to obstruct progress and expect great things from this team. (No, that\u2019s true. It\u2019s been shown that leaders who expect great things from their teams get great things!)\r\n\r\nIf that leader is a part of the team, then the team needs to show trust in that leader. And the members should trust one another, too. Team members will not spend time monitoring one another if they trust each other, and they\u2019ll be more likely to take risks.\r\n\r\nFinally, the team should have an established system for how their performance is evaluated and rewarded. Performance evaluation and reward systems keep team members individually and mutually accountable. Individual performance evaluations and reward systems aren\u2019t consistent with high-performing teams, so these systems need to recognize team progress as much, if not more, than individual contribution.\r\n<h2>Composition<\/h2>\r\n<img class=\"alignright wp-image-1303\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/10171955\/accomplished-3385078_1920-1024x683.jpg\" alt=\"decorative image\" width=\"400\" height=\"267\" \/>Now that we know the atmosphere around the team (the context), we need to take a look at the members actually making up the team, and talk about them in terms of their roles, diversity, and the size of the team.\r\n\r\nWhen determining composition, a manager should consider the:\r\n<ul>\r\n \t<li>Abilities of the members of the team.<\/li>\r\n \t<li>Personalities of team members.<\/li>\r\n \t<li>Roles that will be allocated.<\/li>\r\n \t<li>Diversity of team members.<\/li>\r\n \t<li>Size of the team.<\/li>\r\n<\/ul>\r\n<h3>Team Abilities<\/h3>\r\nWhile we talked before about how the sum of the team is greater than its parts, an assessment of team members\u2019 abilities will help a manager determine what can be accomplished by the team. In order for the team to be successful, they\u2019ll need to have three different skills among them\u2014technical expertise, problem-solving skills, and decision-making skills. A good balance of the three is an imperative\u2014too much of one and not enough of another will lower a team\u2019s performance. It also helps if the team members have good interpersonal skills.\r\n<h3>Team Personalities<\/h3>\r\nWhere personalities of team members are concerned, teams perform well if there is a \u201chigher than mean\u201d level of traits like agreeableness and conscientiousness, extraversion and emotional stability. Interestingly, studies have shown that it\u2019s more important for the \u201chigher than mean\u201d measurement to include people who all have tendencies toward those characteristics. For instance, having one person on the team who\u2019s very conscientious and one who is not may adversely affect the performance of the team, while two people who are more conscientious than average will enhance the team\u2019s performance.\r\n<h3>Team Roles<\/h3>\r\nMembers of a team should be selected with an eye toward filling all the roles that need to be allocated. There are about nine different roles needed on a team and, while members can fill more than one of these roles, members should be matched to those team role demands.\u00a0Those roles are:\r\n<ul>\r\n \t<li><strong>The Plant.<\/strong> Creative, imaginative. Solves problems.<\/li>\r\n \t<li><strong>The Resource Investigator.<\/strong> Communicative. Explores opportunities and develops contacts.<\/li>\r\n \t<li><strong>The Coordinator.<\/strong> Clarifies goals, and promotes decision-making.<\/li>\r\n \t<li><strong>The Shaper.<\/strong> Dynamic, challenging, thrives on pressure. Overcomes obstacles.<\/li>\r\n \t<li><strong>The Monitor-Evaluator.<\/strong> Strategic and discerning. Sees all options and judges accurately.<\/li>\r\n \t<li><strong>The Teamworker.<\/strong> Co-operative and perceptive. Listens, builds, averts conflict.<\/li>\r\n \t<li><strong>The Implementer.<\/strong> Conservative and efficient. Turns ideas into practical actions.<\/li>\r\n \t<li><strong>The Completer\/Finisher.<\/strong> Conscientious. Searches out errors, meets deadlines.<\/li>\r\n \t<li><strong>The Specialist.<\/strong> Self-starting and dedicated. Provides knowledge\/skills in rare supply.<\/li>\r\n<\/ul>\r\nThese roles are classified into action-oriented roles, people-oriented roles, and thinking-oriented roles.\r\n\r\n<img class=\"aligncenter wp-image-1485\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/18212944\/TeamRoles_update-1024x1007.png\" alt=\"Circle chart showing the 9 team roles. There are three classifications of roles, and three roles in each classification. The action-oriented roles are the implementer, the completer\/finisher, and the shaper. The people-oriented roles are the coordinator, the teamworker, and the resource investigator. The thinking-oriented roles are the monitor-evaluator, and the specialist, and the plant. \" width=\"700\" height=\"688\" \/>\r\n\r\nManagers need to understand the strengths each team member brings to the table and select members for the team with those strengths in mind.\r\n<h3>Team Diversity<\/h3>\r\nThe diversity of a team also plays a deciding factor in how productive and successful the team is. Of course, there needs to be a diversity of skills, but if a team also features members of diverse age, gender, education, functional background, and experience, this bodes well for them. Keep in mind, however, that having a team with individuals from various cultures on a single team often does\u00a0<strong>not<\/strong> spell instant success, as team members have a longer learning curve understanding how to work with one another.\r\n<h3>Team Size<\/h3>\r\nFinally the size of the team makes a difference in a team\u2019s success. Studies show that a team should be made up of no more than ten people, and optimally, no more than exactly the number of team members that are necessary to do the work. When teams have more members than they need, cohesiveness and mutual accountability suffer, and social loafing can creep in.\r\n\r\nBeyond those things, managers need to consider if members actually want to be on a team\u2014there are many individuals who would preferably opt out rather than participate on one, and it\u2019s not likely that those employees are going to lend any real value to the group. Furthermore, a manager can consider an individual\u2019s flexibility, or their capability as a team member to complete more than one kind of task. These individuals, if they\u2019re willing to participate on the team, are very valuable indeed!\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/74785475-f217-4cdb-96d1-d1dc6c1d1680\r\n\r\n<\/div>\r\n<h2>Work Design<\/h2>\r\nWe talked a lot about work design in Module 6:\u00a0Motivation in the Workplace and how the right job design can motivate an employee to perform. Similarly, the right work design for a group is a huge motivator. The manager should strive to give the team members work that offers autonomy, skill variety, task identity and task significance. Just like with individuals, these features motivate the team and increase its effectiveness.\r\n<h2>Process<\/h2>\r\nFinally, to build an effective team we must consider process. Process refers to the way the team operates, and includes things like:\r\n<ul>\r\n \t<li>Common purpose<\/li>\r\n \t<li>Specific goals<\/li>\r\n \t<li>Team efficacy<\/li>\r\n \t<li>Managed conflict levels<\/li>\r\n \t<li>Minimized social loafing<\/li>\r\n<\/ul>\r\nHaving a common purpose provides direction and drives the commitment of the team members. Teams that are destined to be successful put a lot of effort into defining their common purpose\u2014creating it, discussing it and agreeing on it\u2014so that they can use it as their guiding principle. Any and all activity performed by the team should support the common purpose.\r\n\r\n<img class=\"alignright wp-image-300\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/27224315\/bruno-nascimento-149663-unsplash.jpg\" alt=\"a person walking up some stairs\" width=\"350\" height=\"233\" \/>Just like the motivational theory of goal setting, a team must translate their common purpose into attainable, measurable, specific goals. These goals help the team focus on the results they\u2019re working to achieve. Just like with individual goals, team goals should be challenging in order to be motivational.\r\n\r\nTeams need to feel like they\u2019re accomplishing something, and most of the time, they truly believe that they will achieve results. This concept is called team efficacy. Success breeds success, and teams that have been successful in the past want more of that same success for their future projects. Management can help team efficacy by setting up the team to achieve small successes along the way to their larger goals, and provide training to ensure that team members are growing their skills.\r\n\r\nConflict can be healthy for teams, but usually not when it\u2019s relationship based. Relationship conflicts\u2014team members who aren\u2019t getting along, exhibit interpersonal incompatibilities, etc.\u2014are almost always to the detriment of the team\u2019s success. However, conflict around task content is often beneficial because it helps the team avoid the trappings of groupthink.\r\n\r\nFinally, a successful team minimizes social loafing. Team members in successful groups understand the effects of social loafing and hold themselves accountable for a certain level of productivity. Successful teams make members individually and mutually accountable for the team\u2019s goals, and members of these teams are clear on those expectations.\r\n\r\nConsidering all these options can help a manager build an effective team. The model we used here attempts to generalize across all varieties of teams, so if you\u2019re \u201ctrying this at home,\u201d take that into consideration and don\u2019t approach this too rigidly! You may have needs these suggestions don\u2019t fill, but ultimately, following these guidelines will get you pretty close to building an effective team.","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Discuss creating effective teams<\/li>\n<\/ul>\n<\/div>\n<p>We\u2019ve learned a little about how teams differ from groups and really \u201ctake it to the next level\u201d as far as productivity, and we\u2019ve learned about the types of teams we might find in the workplace. Now that we know all that .\u00a0.\u00a0. let\u2019s build one!<\/p>\n<p>Let\u2019s say that we\u2019ve determined that team work is preferable to individual work for the project we need to accomplish. We don\u2019t want to solve the wrong problem by creating an effective team to do something a single employee could do better! And we want to understand what an effective team actually means to us .\u00a0.\u00a0. in this case, we\u2019re going to call a team \u201ceffective\u201d based on objective measurement of the team\u2019s productivity- a manager\u2019s assessment of their performance and member satisfaction.<\/p>\n<p>Knowing that a team is the way we want to go, we\u2019re going to take a look at four different areas and\u00a0take them one at a time.<\/p>\n<ul>\n<li>Context<\/li>\n<li>Composition<\/li>\n<li>Work design<\/li>\n<li>Process<\/li>\n<\/ul>\n<h2>Context<\/h2>\n<p>If you\u2019re going to create an effective team, you need first to think about context\u2014that is, all the things that surround the team that aren\u2019t actually your team. Contextually speaking, the things that seem to matter most to effective teambuilding are:<\/p>\n<ul>\n<li>Adequate resources<\/li>\n<li>Leadership and structure<\/li>\n<li>Trust<\/li>\n<li>Performance evaluation and reward systems<\/li>\n<\/ul>\n<p>Of all of those items, it appears that adequate resources are the item that most impacts a team\u2019s ability to do its work. Lack of resources impedes the team\u2019s ability to do their work, so it\u2019s imperative that organizations support their team with the right amount of funding and tools for the job.<\/p>\n<p>Team members should always agree on the work that is to be done and who is doing it, so leadership and structure are important parts of context. Team members should all contribute equally and share the workload, they should determine schedules, any training needed and so on. If they are a self-managed team, they can agree by whatever means they determined decisions might be made, and move on to next steps. Teams don\u2019t have to have leaders, but if they do, they should be careful not to obstruct progress and expect great things from this team. (No, that\u2019s true. It\u2019s been shown that leaders who expect great things from their teams get great things!)<\/p>\n<p>If that leader is a part of the team, then the team needs to show trust in that leader. And the members should trust one another, too. Team members will not spend time monitoring one another if they trust each other, and they\u2019ll be more likely to take risks.<\/p>\n<p>Finally, the team should have an established system for how their performance is evaluated and rewarded. Performance evaluation and reward systems keep team members individually and mutually accountable. Individual performance evaluations and reward systems aren\u2019t consistent with high-performing teams, so these systems need to recognize team progress as much, if not more, than individual contribution.<\/p>\n<h2>Composition<\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-1303\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/10171955\/accomplished-3385078_1920-1024x683.jpg\" alt=\"decorative image\" width=\"400\" height=\"267\" \/>Now that we know the atmosphere around the team (the context), we need to take a look at the members actually making up the team, and talk about them in terms of their roles, diversity, and the size of the team.<\/p>\n<p>When determining composition, a manager should consider the:<\/p>\n<ul>\n<li>Abilities of the members of the team.<\/li>\n<li>Personalities of team members.<\/li>\n<li>Roles that will be allocated.<\/li>\n<li>Diversity of team members.<\/li>\n<li>Size of the team.<\/li>\n<\/ul>\n<h3>Team Abilities<\/h3>\n<p>While we talked before about how the sum of the team is greater than its parts, an assessment of team members\u2019 abilities will help a manager determine what can be accomplished by the team. In order for the team to be successful, they\u2019ll need to have three different skills among them\u2014technical expertise, problem-solving skills, and decision-making skills. A good balance of the three is an imperative\u2014too much of one and not enough of another will lower a team\u2019s performance. It also helps if the team members have good interpersonal skills.<\/p>\n<h3>Team Personalities<\/h3>\n<p>Where personalities of team members are concerned, teams perform well if there is a \u201chigher than mean\u201d level of traits like agreeableness and conscientiousness, extraversion and emotional stability. Interestingly, studies have shown that it\u2019s more important for the \u201chigher than mean\u201d measurement to include people who all have tendencies toward those characteristics. For instance, having one person on the team who\u2019s very conscientious and one who is not may adversely affect the performance of the team, while two people who are more conscientious than average will enhance the team\u2019s performance.<\/p>\n<h3>Team Roles<\/h3>\n<p>Members of a team should be selected with an eye toward filling all the roles that need to be allocated. There are about nine different roles needed on a team and, while members can fill more than one of these roles, members should be matched to those team role demands.\u00a0Those roles are:<\/p>\n<ul>\n<li><strong>The Plant.<\/strong> Creative, imaginative. Solves problems.<\/li>\n<li><strong>The Resource Investigator.<\/strong> Communicative. Explores opportunities and develops contacts.<\/li>\n<li><strong>The Coordinator.<\/strong> Clarifies goals, and promotes decision-making.<\/li>\n<li><strong>The Shaper.<\/strong> Dynamic, challenging, thrives on pressure. Overcomes obstacles.<\/li>\n<li><strong>The Monitor-Evaluator.<\/strong> Strategic and discerning. Sees all options and judges accurately.<\/li>\n<li><strong>The Teamworker.<\/strong> Co-operative and perceptive. Listens, builds, averts conflict.<\/li>\n<li><strong>The Implementer.<\/strong> Conservative and efficient. Turns ideas into practical actions.<\/li>\n<li><strong>The Completer\/Finisher.<\/strong> Conscientious. Searches out errors, meets deadlines.<\/li>\n<li><strong>The Specialist.<\/strong> Self-starting and dedicated. Provides knowledge\/skills in rare supply.<\/li>\n<\/ul>\n<p>These roles are classified into action-oriented roles, people-oriented roles, and thinking-oriented roles.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-1485\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/18212944\/TeamRoles_update-1024x1007.png\" alt=\"Circle chart showing the 9 team roles. There are three classifications of roles, and three roles in each classification. The action-oriented roles are the implementer, the completer\/finisher, and the shaper. The people-oriented roles are the coordinator, the teamworker, and the resource investigator. The thinking-oriented roles are the monitor-evaluator, and the specialist, and the plant.\" width=\"700\" height=\"688\" \/><\/p>\n<p>Managers need to understand the strengths each team member brings to the table and select members for the team with those strengths in mind.<\/p>\n<h3>Team Diversity<\/h3>\n<p>The diversity of a team also plays a deciding factor in how productive and successful the team is. Of course, there needs to be a diversity of skills, but if a team also features members of diverse age, gender, education, functional background, and experience, this bodes well for them. Keep in mind, however, that having a team with individuals from various cultures on a single team often does\u00a0<strong>not<\/strong> spell instant success, as team members have a longer learning curve understanding how to work with one another.<\/p>\n<h3>Team Size<\/h3>\n<p>Finally the size of the team makes a difference in a team\u2019s success. Studies show that a team should be made up of no more than ten people, and optimally, no more than exactly the number of team members that are necessary to do the work. When teams have more members than they need, cohesiveness and mutual accountability suffer, and social loafing can creep in.<\/p>\n<p>Beyond those things, managers need to consider if members actually want to be on a team\u2014there are many individuals who would preferably opt out rather than participate on one, and it\u2019s not likely that those employees are going to lend any real value to the group. Furthermore, a manager can consider an individual\u2019s flexibility, or their capability as a team member to complete more than one kind of task. These individuals, if they\u2019re willing to participate on the team, are very valuable indeed!<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_74785475-f217-4cdb-96d1-d1dc6c1d1680\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/74785475-f217-4cdb-96d1-d1dc6c1d1680?iframe_resize_id=assessment_practice_id_74785475-f217-4cdb-96d1-d1dc6c1d1680\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<h2>Work Design<\/h2>\n<p>We talked a lot about work design in Module 6:\u00a0Motivation in the Workplace and how the right job design can motivate an employee to perform. Similarly, the right work design for a group is a huge motivator. The manager should strive to give the team members work that offers autonomy, skill variety, task identity and task significance. Just like with individuals, these features motivate the team and increase its effectiveness.<\/p>\n<h2>Process<\/h2>\n<p>Finally, to build an effective team we must consider process. Process refers to the way the team operates, and includes things like:<\/p>\n<ul>\n<li>Common purpose<\/li>\n<li>Specific goals<\/li>\n<li>Team efficacy<\/li>\n<li>Managed conflict levels<\/li>\n<li>Minimized social loafing<\/li>\n<\/ul>\n<p>Having a common purpose provides direction and drives the commitment of the team members. Teams that are destined to be successful put a lot of effort into defining their common purpose\u2014creating it, discussing it and agreeing on it\u2014so that they can use it as their guiding principle. Any and all activity performed by the team should support the common purpose.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-300\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/27224315\/bruno-nascimento-149663-unsplash.jpg\" alt=\"a person walking up some stairs\" width=\"350\" height=\"233\" \/>Just like the motivational theory of goal setting, a team must translate their common purpose into attainable, measurable, specific goals. These goals help the team focus on the results they\u2019re working to achieve. Just like with individual goals, team goals should be challenging in order to be motivational.<\/p>\n<p>Teams need to feel like they\u2019re accomplishing something, and most of the time, they truly believe that they will achieve results. This concept is called team efficacy. Success breeds success, and teams that have been successful in the past want more of that same success for their future projects. Management can help team efficacy by setting up the team to achieve small successes along the way to their larger goals, and provide training to ensure that team members are growing their skills.<\/p>\n<p>Conflict can be healthy for teams, but usually not when it\u2019s relationship based. Relationship conflicts\u2014team members who aren\u2019t getting along, exhibit interpersonal incompatibilities, etc.\u2014are almost always to the detriment of the team\u2019s success. However, conflict around task content is often beneficial because it helps the team avoid the trappings of groupthink.<\/p>\n<p>Finally, a successful team minimizes social loafing. Team members in successful groups understand the effects of social loafing and hold themselves accountable for a certain level of productivity. Successful teams make members individually and mutually accountable for the team\u2019s goals, and members of these teams are clear on those expectations.<\/p>\n<p>Considering all these options can help a manager build an effective team. The model we used here attempts to generalize across all varieties of teams, so if you\u2019re \u201ctrying this at home,\u201d take that into consideration and don\u2019t approach this too rigidly! You may have needs these suggestions don\u2019t fill, but ultimately, following these guidelines will get you pretty close to building an effective team.<\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-207\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Creating Effective Teams. <strong>Authored by<\/strong>: Freedom Learning Group. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><li>Image: Team Roles. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Specific attribution<\/div><ul class=\"citation-list\"><li>Untitled. <strong>Authored by<\/strong>: rawpixel. <strong>Provided by<\/strong>: Pixabay. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/pixabay.com\/photos\/accomplished-business-communication-3385078\/\">https:\/\/pixabay.com\/photos\/accomplished-business-communication-3385078\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Pixabay License<\/li><li>Untitled. <strong>Authored by<\/strong>: Bruno Nascimento. <strong>Provided by<\/strong>: Unsplash. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/unsplash.com\/photos\/PHIgYUGQPvU\">https:\/\/unsplash.com\/photos\/PHIgYUGQPvU<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" 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