ch08 teamwork and team performance
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How can we create high performance
teams?
How can team processes be improved?
How can team communications be
improved?
How can team decisions be improved?
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Characteristics of High Performance Teams
Set a clearand challengingdirection.
Believe in the goals and motivatedto work hard to
accomplish them. Turn a general sense of purposeinto specific objectives.
Set standards for measuring resultsand obtain feedback.
Members have the right mixof technical, problem-solving
and interpersonal skills.
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Team Building
Collaborative way to gather and analyze
data about the teams work. The goal is
improved teamwork and increased team
effectiveness.
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Step 1:Problem oropportunity
in teameffectiveness
Step 2:
Datagathering
and analysis
Step 3:Planning for
teamimprovement
Step 4:Actions toimprove
teamfunctioning
Step 5:Evaluation ofresults
Copyright 2012 John Wiley & Sons, Inc.
TeamworkParticipation by all
members
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New members may worry about:
Participation
Goals
Control
Relationships
Processes
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Tough
Battler Acts
aggressive
Seeksauthority
Friendly
Helper Acts
insecure
Tries to behelpful
Objective
Thinker Acts
reflective
Wantsclear goals
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Distributed leadership
Sharing of responsibility for meeting group task and
maintenance needs.
Task activities Various things members and leaders do that directly
contribute to the performance of important group tasks.
Maintenance activities
Support the social and interpersonal relationships among
team members.
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Disruptive behaviors:
Bullying and being overly aggressive toward
other members.
Withdrawing and refusing to cooperate with
others.
Using the group as a forum for self-confession.
Talking too much about irrelevant matters.
Trying to compete for attention and recognition.
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Role
Set of expectations associated with a job or position
on a team.
.Role ambiguity
Occurs when a person is
uncertain about his or herrole and what is expected.
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Role overload
Occurs when too much is expected of the
individual.
Role underload
Occurs when too little is expected of theindividual.
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Role negotiation
Process for discussing and agreeing upon
what team members expect of one another.
Team members meet to discuss, clarify, and
agree on their individual role expectations
each holds for the other.
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Copyright 2012 John Wiley & Sons, Inc.
Positive rolemodel
Set aside time todiscuss goals
and norms
Select memberswho can and willlive up to desired
norms
Reward andpositively
reinforce desiredbehaviors
Leaders can
Influence
Norms
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Inter-team dynamics
The relationships between groups
cooperating and competing with one
another.
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To assure high performance, team
interaction patterns and communication
networks must be aligned withinteraction patterns and team tasks.
Centralized
Decentralized
Restrictive
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Decentralized communication network
Members communicate directly, as needed,
and share information with one another.
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Restrictedcommunication network
Subgroups disagree with one anothers
positions.
Poor communication is characteristic of this
type of situation.
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Copyright 2012 John Wiley & Sons, Inc.
Proxemics involves use of space as people
interact.
Architects and consultants that specialize in office
design help executives create spaces conducive to
intense communication and teamwork needed in
todays work environment.
Design of office space, and the size and availability
of meeting rooms can positively impact the
effectiveness of team communication.
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Virtual communication networks
Technology provide numerous
resources for real time
communication.
Empowers team members to be in
constant electronic contact with one
another or a central database.
Online team building activities are
critically important to high qualityresults.
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What innovations in electronic
communication do you predict in your
working lifetime?
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Teams make decisions by choosing from alternativeactions.
Decision by lack of response
One idea after another is suggested without any
discussion-taking place.
Decision by authority rule
The chairperson, manager, or leader makes a decision for
the team.
Decision by minority rule
Two or three people are able to dominate or railroad
the group into making a decision to which they agree.
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Decision by majority rule
Formal voting usually takes place, or members may be
polled, publicly or confidentially, to find the majority
viewpoint.
Decision by consensus
Discussion leads to one alternative being favored by most
members and the other members agree to support it.
Decision by unanimity
All group members agree totally on the course of
action to be taken.
Copyright 2012 John Wiley & Sons, Inc.
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Assets and Liabilities of Consensus and Unanimity
Advantages:
More information, knowledge and expertise is applied to solve problem.
Discussion leads to broader understanding of final decision.
Increases acceptance and strengthens commitment of members to follow
through and support decision.
Disadvantages:
Imperfect decisions may result from social pressures to conform to group,
or undue influence of team leader.
Team decisions take more time than individual decisions.
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Groupthink
The tendency of members in highly cohesive
groups to lose their critical evaluative
capabilities.
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Avoidinggroupthink
Leader refrains from announcing any position.
Every team member acts as critical evaluator.
Different sub-groups explore same problems.
Bring in outside experts to evaluateinformation, realism of goals, and plans foraction.
Assign someone to be a devils advocate ateach team meeting. Rotate an appointedteam "devil's advocate" so that no oneparticular person appears to dissent.
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Brainstorming
Used in teams to actively generate as many
ideas and alternatives as possible.
All criticism is ruled out
All ideas are welcomed
Emphasis on creativity and imagination
Quantity is wanted
Building on others ideas or piggy-
backing is encouraged
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Think about how team cohesiveness and
groupthink might be related.
Can cohesiveness ever reduce groupthink?
For example, when there is a cohesive team,
and members are familiar with each other, they
may be less likely to censor their opinions and
more likely to disagree.
Agree or disagree?
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Nominal group technique
Members are asked to respond individually
and in writing to a nominal question.
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Delphi technique
Involves generating decision-making
alternatives through a series of survey
questionnaires.
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