differences between a group and a team

7/29/2019 Differences Between a Group and a Team

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3/30/2013

Getting the Most out ofYour Team

The Importance of Culture


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Mettle Group Pty Ltd 2007 2

Overview

What is a Team

Why is Culture important for a Team

How to Develop an Effective Team The Team

Effectiveness Model


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What makes a Team?

A team is not just a developed group

A team goes through a shift in psychological ownership

about the outcome they feel accountable and will freelytake leadership

A group is most appropriate when individual efforts are

focused on achieving sub-goals in other words, the whole

is the sum of the parts A team, on the other hand, jointly works on a collective

product, producing a synergistic outcome


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Differences between a Group and

a Team

1

Group Team

Strong, clearly focused leader Shared Leadership Roles

Individual accountability Individual and mutual accountability

Individual work products Collective Work Products

Leader runs efficient meetings that

report progress

Leader encourages open-ended

discussion and active problem-solving

meetings

Discusses, decides and delegates Does real work together

1 Adapted from The Disciple of Teams by J.R. Katzenbach and D.K. Smith. Published in Harvard Business Review, March-April 1993, pp.111-120


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Change of Expectations for

a Team Loyalty is redefined from agreeing with the boss to

achieving the larger goals

Decisions are not made in isolation and handed down. Theteam jointly problem solves, collaborating on the preferred

solution

The leader facilitates a process not the outcome

Learning and development comes through newexperiences


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The Impact of Culture to Support

Teams

Pay and perks are great, but employees are looking for something more. They

want to feel involved, make a difference and be given a chance to grow.1

The office is a persistent, subliminal communication system that reinforces or

undermines the companys culture. The office is a strategic driver.2

A study found that the level of fit between the values of an organisation or

culture and the values of its new employees was a clear predictor of whether

employees stayed with an organisation for more than a year.3

Griffin Hospital in the U.S. changed its culture to empower employees. As a

result, they have one of the lowest nursing turnover rates in the country

4

:5% compared to an industry average of 17%.5

1. Dr. Amy Lyman, HR Strategic Review, Vol 3(1), November-December 2003, 2 Julia Boorstin, Fortune, January 2004, 3. Dr. David W eek, The

Culture Driven Workplace, 2002, 4. Dr. Christian Vandenberghe, Journal of Organisational Behaviour, Vol 20(2), 1999, [5] Dr. Amy Lyman, HR

Strategic Review, Vol 3(1), November-December 2003,


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Culture What is it?

Culture is created from the messages people

receive about how to fit into the organisation

Your culture supports you to achieve youroutcomes .

Or it gets in your way,

slows you downand makes it HARD work!



Kaplan, S. & Norton, D. The Strategy-Focused Organisation

Harvard Business School Press, 2001

High performing culture will become more critical

32%

68%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Tangible Assets Intangible Assets

1962

38%

62%

0%

10%

20%

30%

40%

50%

60%70%


1992

85-90%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%


2000

Impact of Culture on the Value of the

Organisation

10-15%



IMPROVES

PRODUCTIVITY

Creates environment

for innovation

Increases employee

dedication

Improves

consistency of

service

Simplifies decision-

making

ENHANCES

BRAND

Heightens publicperceptions

Clarifies

communications

Aids recruitment and

retention Simplifies succession

planning

Creates legacy

REDUCES

COSTS

Reduces projectcompletion time

Helps executestrategy

Minimises responsetime

Decreasesinterpersonal conflict

Identifies non-performance

Benefits of Focusing on Culture



Focusing on Culture = Investing in

the Future

Great companies raise performance and change the culture, these arent

alternatives, you must do both at the same time.

Gordon Cairns - CEO, Lion Nathan

If organisations are not investing in culture and leadership, theyre not

investing in the future.

Dr. Allan Hawke Former Secretary, Department of Defence

The test of the value of the culture is its resilience to shocks and its speedof response to crises. Because of culture, we have come out stronger

each time we had a crisis.Greg Bourne, Regional President, BP



What Culture makes an Effective

Team?

Clear shared purpose, goals and vision

Clear roles, responsibilities and accountabilities:

Right purpose and metrics for each role

Transparency about deliverables from all

Good team processes:

Meetings agendas aligned with team purpose

Appropriate level of information sharing

Reporting/communication processes streamlined & automatic

High trust:

That members support each others success

In everyones competence to do their job

That members are open and have integrity



Team Effectiveness Model

A Self Test



A. Purpose/Goal

Characteristics:

Clear about what has to be achieved together,

use specific measures

Clear about the long term vision for us

Clear about the unique purpose of this team

Clear on shared priorities and how to achieve

goals

Clear on how we link into and contribute to thestrategic framework of the bigger whole

poor great



B. Roles/Accountabilities

Characteristics:

Each role defined using the right metrics and

being agreed to by all

Interdependencies of individual roles

Individual contributions defined and linked to

team goals

Transparency about deliverable from all

poor great



C. Process

Characteristics:

Teams interactions [including meetings], using

time wisely [right topics, right direction, right

people] Output for each interaction/meeting is clear

Team members have the necessary information

to contribute effectively

Team rules are established

Reporting/communication processes streamlined

and automatic

poor great



D. Relationships

Characteristics:

Understand own and other team members style,

likes, dislikes, motivations, etc.

Have a defined and agreed way the team wishesto behave

Allowing differing points of view to be heard

Trust that members support each others success

Trust in everyones competence to do their job

Trust that members are open and have integrity

poor great



Summary

What is a Team

Why is Culture important for a Team

How to Develop an Effective Team The Team

Effectiveness Model

differences between a group and a team

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