-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
1/46
McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved.
10
Developing
High-Performance Teams
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
2/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-2
Self-Directed Work Teams at Chrysler
Chrysler CEO Tom La Sorda is
pushing the automaker into an
era of smart manufacturing
which relies more on self-
directed work teams (SDWTs).
This photo shows La Sorda
meeting employees at the
companys plant in Saltillo,
Mexico, which has already
introduced SDWTs.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
3/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-3
Self-Directed Work Teams Defined
Formal groups that
complete an entire piece of
work requiring several
interdependent tasks andhave substantial autonomy
over the execution of these
tasks.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
4/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-4
Self-Directed Work Team Attributes
1. Complete an entire piece of work
requiring interdependent tasks
Clusters team members together
Minimal interdependence with other
teams
2. Substantial autonomy over
execution of the teams tasks
Control most work inputs, flow, and
outputs
Little or no supervision
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
5/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-5
Sociotechnical Systems Theory
Introduced during the 1940s at Britains Tavistock Institute, studying theeffects of technology on coal mining in the United Kingdom.
The researchers observed:
the new coal mining technology led to lower, not higher, job performance. \
They analyzed the causes of this problem and found that
organizations need joint optimization between the social and technical
systems of the work unit.
Tavistock group also concluded that:
teams should be sufficiently autonomousso that they can control the
main variances in the system.
i.e. that the team must control the factors with the greatest impact on
quality, quantity, and the cost of the product or service.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
6/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-6
Sociotechnical Systems Theory & SDWTs
From this overview of STS, we can identify four main conditionsfor high-performance SDWTs
Responsible for entire work process
Make entire product, component, or provide service
fairly independent from other work units
Sufficient autonomy
freedom to divide up and coordinate work
empowers team members
Control key variances
team controls factors affecting work quality/quantity
Joint optimization
balancing social and technical systems
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
7/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-7
SDWTs at Standard Motor Products
Standard Motor Products
successfully introduced self-
directed work teams (SDWTs) at
its Kansas plant, but somesupervisors had difficulty
changing from a command-and-
control to mentor/facilitator
management style.
Courtesy of Standard Motor Products
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
8/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-8
Challenges to SDWTs
Cross-cultural issues Difficult in some cultures
Management resistance Concerned about losing power, status, job
security
Shift from command/control to mentor/facilitator
Employee and labor union resistance
Employees uncomfortable with new roles, skills Union concerns -- more stress, lost work rules
Courtesy of Standard Motor Products
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
9/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-9
PricewaterhouseCoopers Virtual Teams
Peter Nicolas (shown in photo)
and many employees at
PricewaterhouseCoopers spend
much of their time working in
virtual teams. Virtual teaming is
the norm for us, says Nicolas, a
Learning Solutions manager at
the accounting firms offices in
New Jersey.
Courtesy of PricewaterhouseCoopers
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
10/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-10
Virtual Teams Defined
Teams whose members
operateacross space, time,
and organizational boundaries
and
are linked through information
technologies
to achieveorganizationaltasks.
Courtesy of PricewaterhouseCoopers
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
11/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-11
Why Virtual Teams?
Increasingly possible because of: Information technologies
Knowledge-based work
Increasingly necessary because of: Knowledge management
Globalization
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
12/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-12
Designing High-Performance Virtual Teams
Team Tasks
Team Size
Structured tasks
Moderate interdependence
Smaller size than traditional
team performing similar tasks
Team
Environment Creative combination of
communication channels
Virtual teams perform better with:
more
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
13/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-13
Team
Processes
Team Trust
Some face-to-face meetings to
assist team development
Important in all teams, but
especially virtual teams
Team
Composition Good communication and cross-
cultural skills in team members
Virtual teams perform better with:
High-Performance Virtual Teams (cont)
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
14/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-14
Team Trust
Any relationship (including the relationship among virtual team
members) depends on a certain degree of trust between the
parties
Trust:
Positive expectations one person has of another person in
situations involving risk
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
15/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-15
Three Levels of Trust
I di id l Diff i T t
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
16/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-16
Individual Differences in TrustPropensity to Trust
The level of trust depends on a persons general
propensity to trust:
Some people are more willing to trust others
Propensity to trust influenced by personality, values,
and socialization experiences
Also varies with emotions at the moment
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
17/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-17
Dynamics of Trust in TeamsSwift Trust in Teams
People typically join a virtual or conventional team with
a moderate or high level of trust
Explanations for this swift trust:
people usually believe their team-mates are reasonably
competent (knowledge-based trust)
people tend to develop some degree of social identify with
the team
But swift trust is fragile
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
18/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-18
Team Decision-Making
Self-directed work teams, virtual teams, and practically all othergroups are involved to some degree in making decisions.
Under certain conditions teams are more effective than
individuals at identifying problems, choosing alternatives, and
evaluating their decisions.
To leverage these benefits, however, we first need to
understand the constraints on effective team decision making.
Then we look at specific team structures that try to overcome
these constraints.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
19/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-19
Team Decision-MakingConstraints
Time constraints Time to organize/coordinate
Production blocking
Evaluation apprehension Belief that others are silently evaluating you
Peer pressure to conform
Suppressing opinions that oppose team norms
Groupthink
Tendency in highly cohesive teams to value consensus at the price
of decision quality
Concept losing favorconsider more specific features
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
20/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-20
ConstraintsGroup Polarization
Tendency for teams to make more extreme
decisions than individuals alone
Riskier options usually taken because of prospect
theory effect fallacy -- dislike losing more than theylike winning
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
21/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-21
Group Polarization Process
Social support
Persuasivearguments
Shiftingresponsibility
Individual opinions
before meeting
Individual opinions
after meeting
Team discussion
processes
Low riskLow risk
High risk High risk
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
22/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-22
Group Polarization
Risky CautiousNeutral
Group Polar ization- tendency to shi f t toward more
extreme positions after group discussion
Social support:
team members become comfortable with more extreme positions when they realize that co-workers also generally support the same position.
Persuasive arguments:
favoring the dominant position convince doubtful members and help form a consensus around the
extreme option.
Shifting responsibility:
individuals feel less personally responsible for the decision consequences because the decision ismade by the team.
T St t t I
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
23/46McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-23
Team Structures to Improve
Creativity and Decision Making
Team members need: confident in their decision making, but not soconfident that they collectively feel invulnerable.
Team norms need: encourage critical thinking as well as team
membership that maintains sufficient diversity.
Team leaders and other powerful members can sway the rest of thegroup, so checks and balances need to be in place to avoid the adverse
effects of this power.
Team size: The group should be large enough that members possess
the collective knowledge to resolve the problem, yet small enough thatthe team doesnt consume too much time or restrict individual input.
Team structures: Five team structures potentially improve creativity and
decision making in team settings: constructive conflict, brainstorming,
electronic brainstorming, Delphi method, and nominal group technique.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
24/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-24
NASA Encourages Constructive Conflict
NASA replaced the assigned seating rectangular table at the
Johnson Space Center with a C-shaped arrangement where
people sit wherever they want (shown in photo). The table isintended to avoid hierarchy so NASA managers can have
more constructive debate.
Courtesy of Johnson Space Center/NASA
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
25/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-25
Constructive Conflict
Occurs when team members debate their different
perceptions about an issue in a way that keeps theconflict focused on the task rather than people.
Problem: constructive conflict easily slides into
personal attacks
Courtesy of Johnson Space Center/NASA
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
26/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-26
The best way how to have a good idea is to have
many ideas
Alex F. Osborne, 1939
method of thinkingup solutions, concepts, ideas in
problem solving
using the brain to stormnew ideas ingroups
It is easier to tone down a wild idea than to think up anew one.
Brainstorming
B i t i
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
27/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-27
Brainstorming
Osborn believed that these rules encourage
divergent thinking while minimizing evaluation
apprehension and other team dynamics problems:
Speak freelyDont criticize
Provide as many ideas as possible
Build on others ideas
E l ti B i t i
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
28/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-28
Evaluating Brainstorming
Strengths
Produces more innovative ideas
Strengthens decision acceptance and team cohesiveness
Sharing positive emotions encourages creativity Higher customer satisfaction if clients participate
Weaknesses
Production blocking still exists Evaluation apprehension exists in many groups
Fewer ideas generated than when people work alone
El t i B i t i
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
29/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-29
Electronic Brainstorming
Participants share ideas using software
Usually in the same room, but may be dispersed
Question posted, then participants submit their
ideas or comments on computer
Comments/ideas appear anonymously on
computer screens or at front of room
E l ti El t i B i t i
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
30/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-30
Evaluating Electronic Brainstorming
Strengths Less production blocking
Less evaluation apprehension
More creative synergy
More satisfaction with process
Weaknesses
Too structured
Technology-bound
Candid feedback is threatening
Not applicable to all decisions
Delphi Techniq e
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
31/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-31
Delphi Technique
Pools the collective knowledge of experts
Make decision, predict future, identify opposing
views (dissensus)
Group does not meet face-to-faceoften dont
know each others identity
Group members submit solutions to a centralconvener; compiled results returned for second
round of commentsprocess is repeated until
consensus (or dissensus) emerges
N i l G T h i
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
32/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-32
Describe
problem
Individual
Activity
Team
Activity
Individual
Activity
Write down
possible
solutions
Possible
solutions
described
to others
Vote on
solutions
presented
Nominal Group Technique
Face-to-face without full interaction
--team is nominal
-- a team in name only
N i l G T h i
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
33/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-33
Effectiveness of Nominal Group Technique
-- More and better ideas than interacting groups
-- Structure maintains high task focus
-- Voting lowers potential conflict
-- Minimal social interaction reduces team cohesiveness
-- Still some production blocking and evaluation apprehension
Nominal Group Technique
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
34/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-34
Team Building
Any formal intervention directed towardimproving the development and functioning of a
work team
Accelerates team development
Applied to existing teams that have regressed in
team development
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
35/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-35
Types of Team Building
Role definition
Goal setting
Problem solving
Interpersonal process
Making Team Building Effective
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
36/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-36
Some team building activities are successful,but just as many fail because:
Making Team Building Effective
Team-building activities need to target specificteam
problems Team building is a continuousprocess, not a one-shot
inoculation
Team building needs to occur on-the-job, not just
away from the workplace
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
37/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-37
Brainstorming Exercise:The Peanut
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
38/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-38
Look at your peanut.
How is this peanut likeyou?
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
39/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-39
Can you come up with 10 answers in3 minutes?
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
40/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-40
Lets hear your creative ideas.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
41/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-41
How is this peanut like you?
Its wrinkled, like me.
Its brown, like me.
It cracks under pressure.
What you see is not always what you get.Everyone is different.
It just sits in class.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
42/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-42
How is this peanut like going to
college?
Lets use some synergy and worktogether on this one.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
43/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-43
How many answers can we come upwith in 5 minutes?
You can steal other peoples ideas.
H i thi t lik i t
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
44/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-44
How is this peanut like going to
college?
There are 2 nuts inside. One is the teacher
and one is the student.
Were all nuts to a degree!College drives me nuts!
Its rough.
We both went to class today.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
45/46
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-45
BRAINSTORMING EXERCISE
Suggest safe playground equipment that could be
made from old cars.
-
5/21/2018 Chap10 Developing High-Performance Teams HSM14
46/46
10
Developing
High-Performance Teams