intro to teamwork
TRANSCRIPT
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Teamwork
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Study Question 1: How do teams contribute
to organizations?
Team
A small group of people with complementary
skills, who work together to achieve a shared
purpose and hold themselves mutuallyaccountable for performance results.
Teamwork
The process of people actively working
together to accomplish common goals
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Study Question 1: How do teams contribute
to organizations?
Team and teamwork roles for managers:
Supervisorserving as the appointed head
of a formal work unit.
Network facilitatorserving as a peer leader
an network hub for a special task force.
Participantserving as a helpful contributing
member of a project team. External coachserving as the external
convenor or sponsor of a problem-solving
team staffed by others.
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Team and teamwork roles for managers.
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Study Question 1: How do teams contribute
to organizations?
Common problems in teams: Personality conflicts.
Individual differences in work styles.
Ambiguous agendas.
Ill-defined problems.
Poor readiness to work. Lack of motivation.
Conflicts with other deadlines or priorities. Lack of team organization or progress.
Meetings that lack purpose or structure.
Members coming to meetings unprepared.
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Study Question 1: How do teams contribute
to organizations?
Seven sins of deadly meetings: People arrive late, leave early, and dont take
things seriously.
The meeting is too long. People dont stay on topic.
The discussion lacks candor.
The right information isnt available, so
decisions are postponed. No one puts decisions into action.
The same mistakes are made meeting aftermeeting.
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Study Question 1: How do teams contribute
to organizations?
Synergy
The creation of a whole that is greater
than the sum of its parts.A team uses its membership resources
to the fullest and thereby achieves
through collective action far more thancould be achieved otherwise.
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Study Question 1: How do teams contribute
to organizations?
Usefulness of teams: More resources for problem solving.
Improved creativity and innovation.
Improved quality of decision making. Greater commitments to tasks.
Higher motivation through collective action.
Better control and work discipline.
More individual need satisfaction.
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Study Question 1: How do teams contribute
to organizations?
Formal groups
Teams that are officially recognized and
supported by the organization for specificpurposes.
Specifically created to perform essential
tasks.
Managers and leaders serve linking pin
roles.
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Study Question 1: How do teams contribute
to organizations?
Informal groups
Not recognized on organization charts.
Not officially created for an organizational purpose.
Emerge as part of the informal structure and from
natural or spontaneous relationships among people.
Include interest, friendship, and support groups.
Can have positive performance impact. Can help satisfy social needs.
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Study Question 2: What are the
current trends in the use of teams?
Committees, project teams, and task forces
Committees.
People outside their daily job assignments work together
in a small team for a specific purpose. Task agenda is narrow, focused, and ongoing.
Projects teams or task forces.
People from various parts of an organization work
together on common problems, but on a temporary basis.
Official tasks are very specific and time defined.
Disbands after task is completed.
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Study Question 2: What are the
current trends in the use of teams?
Guidelines for managing projects and
task forces:
Select appropriate team members.
Clearly define the purpose of the team.
Carefully select a team leader.
Periodically review progress.
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Study Question 2: What are the
current trends in the use of teams?
Cross-functional teams
Members come from different functional units
of an organization. Team works on a specific problem or task
with the needs of the whole organization in
mind.
Teams are created to knock down walls
separating departments.
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Study Question 2: What are the
current trends in the use of teams?
Employee involvement teams
Groups of workers who meet on a regular
basis outside of their formal assignments. Have the goal of applying their expertise and
attention to continuous improvement.
Quality circles represent a common form of
employee involvement teams.
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Study Question 2: What are the
current trends in the use of teams?
Virtual teams Teams of people who work together and
solve problems through largely computer-mediated rather than face-to-face
interactions.
Sometimes called
Computer-mediated groups
Electronic group networks
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Study Question 2: What are the
current trends in the use of teams?
Potential
advantages of
virtual teams:
Savings in time and
travel expenses.
Minimization or
elimination of
interpersonal
difficulties.
Ease of expansion.
Potential problems
of virtual teams:
Difficulty in
establishing good
working
relationships.
Depersonalization
of workingrelationships.
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Study Question 2: What are the
current trends in the use of teams?
Guidelines for managing virtual teams:
Virtual teams should begin with social
messaging.
Team members should be assigned clear
roles.
Team members must have positive attitudes
that support team goals.
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Study Question 2: What are the
current trends in the use of teams?
Self-managing work teams
Teams of workers whose jobs have been
redesigned to create a high degree of taskinterdependence and who have been given
authority to make many decisions about how
to do the required work.
Also known as autonomous work groups.
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Study Question 2: What are the
current trends in the use of teams?
Typical self-management responsibilities: Planning and scheduling work.
Training members in various tasks.
Sharing tasks. Meeting performance goals.
Ensuring high quality.
Solving day-to-day operating problems.
In some cases, hiring and firing teammembers.
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Study Question 2: What are the
current trends in the use of teams?
In self-managing work teams, members
Are held collectively accountable for performance
results.
Have discretion in distributing tasks within the team. Have discretion in scheduling work within the team.
Are able to perform more than one job on the team.
Evaluate one anothers performance contributions.
Are responsible for the total quality of team products.
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Study Question 3: How do teams
work?
Effective teams
Achieve and maintain high levels of task
performance.
Achieve and maintain high levels of member
satisfaction.
Retain viability for the future.
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3. How do teams work?
Resource input factors that influence
group process in the pursuit of team
effectiveness:
Nature of the task.
Organizational setting.
Team size.
Membership characteristics.
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3 - How do teams work?
Group process: The way the members of any team work together as
they transform inputs into outputs :
Also known as group dynamics.
Includes communications, decision making, norms,
cohesion, and conflict, among others.
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3 - How do teams work?
Team effectiveness may be summarized
as
Team Effectiveness =
Quality of Inputs + (Process Gains - Process Losses)
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3 - How do teams work?
Stages of team development:
Forminginitial orientation and interpersonal testing.
Stormingconflict over tasks and ways of working as
a team. Normingconsolidation around task and operating
agendas.
Performingteamwork and focused task
performance.
Adjourningtask accomplishment and eventualdisengagement.
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3 - How do teams work?
Norms
Behavior expected of team members.
Rules or standards that guide behavior.
May result in team sanctions.
Performance norms
Define the level of work effort and
performance that team members areexpected to contribute to the team task.
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Criteria for assessing the maturity of a
team.
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3 - How do teams work?
Guidelines for building positive norms:
Act as a positive role model.
Reinforce the desired behaviors with rewards.
Control results by performance reviews and regularfeedback.
Orient and train new members to adopt desiredbehaviors.
Recruit and select new members who exhibit desired
behaviors. Hold regular meetings to discuss progress and ways of
improving.
Use team decision-making methods to reachagreement.
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3 - How do teams work?
Cohesiveness
The degree to which members are attracted
to and motivated to remain part of a team.
Can be beneficial if paired with positive
performance norms.
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3 - How do teams work?
Effects of team cohesiveness and norms:
Positive norms + high cohesiveness high
performance and strong commitments topositive norms.
Positive norms + low cohesiveness
moderate performance and weak
commitments to positive norms.
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3 -How do teams work?
Effects of team cohesiveness and norms
(cont.):
Negative norms + low cohesiveness low to
moderate performance and weakcommitments to negative norms.
Negative norms + high cohesiveness low
performance and strong commitments to
negative norms.
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How cohesiveness and norms
influence team performance.
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3 - How do teams work?
Guidelines for increasing team cohesion: Induce agreement on team goals.
Increase membership homogeneity.
Increase interaction among members. Decrease team size.
Introduce competition with other teams.
Reward team rather than individual results.
Provide physical isolation from other teams.
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3 - How do teams work?
Task activities Actions by team members that contribute
directly to teams performance purpose.
Include: Initiating
Information sharing
Summarizing
Elaborating
Opinion giving
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3 - How do teams work?
Maintenance activities Support emotional life of a team as an ongoing
social system.
Include: Gatekeeping
Encouraging
Following
Harmonizing
Reducing tension
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3 - How do teams work?
Distributed leadership roles
Make every member responsible for recognizing when
task and/or maintenance activities are needed and
taking actions to provide them.
Leading through task activities focuses on solving
problems and achieving performance results.
Leading through maintenance activities helps
strengthen and perpetuate the team as a social system.
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Distributed leadership helps teams
meet task and maintenance needs.
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3 - How do teams work?
Dysfunctional activities that detract fromteam effectiveness: Being aggressive
Blocking Self-confessing
Seeking sympathy
Competing
Withdrawal Horsing around
Seeking recognition
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3 - How do teams work?
Communication networks Decentralized
All members communicate directly with oneanother.
Centralized Activities are coordinated and results pooled by
central point of control.
Restricted
Polarized subgroups contest one another. Subgroups may engage in antagonistic relations.
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4 - How do teams make decisions?
Methods of team decision making:
Lack of response
Authority rule
Minority rule
Majority rule
Consensus
Unanimity
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4 - How do teams make decisions?
Assets of team decision making:
Greater amounts of information, knowledge,
and expertise.
Expands number of action alternatives
considered.
Increases understanding and acceptance.
Increases commitment to follow through.
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4 - How do teams make decisions?
Potential disadvantages of team decision
making:
Social pressure to conform.
Individual or minority group domination.
Time requirements.
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4 - How do teams make decisions?
Symptoms of groupthink:
Illusions of group invulnerability.
Rationalizing unpleasant and disconfirming
data.
Belief in inherent group morality.
Negative stereotypes of competitors.
Pressure to conform.
Self-censorship of members.
Illusions of unanimity.
Mind guarding.
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4 - How do teams make decisions?
Methods for dealing with groupthink:
Have each group member be a critical evaluator.
Dont appear to favor one course of action.
Create sub-teams to work on the same problems. Have team members discuss issues with outsiders.
Have outside experts observe and provide feedback on
team activities.
Assign a member to the devils advocate role.
Hold a second-chance meeting.
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4 - How do teams make decisions?
Creativity in team decision making
guidelines for brainstorming:
All criticism is ruled out.
Freewheeling is welcomed.
Quantity is important.
Building on one anothers ideas is
encouraged.
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4 - How do teams make decisions?
Creativity in team decision makingsteps in the
nominal group technique:
Participants work alone, identifying possible solutions.
Ideas are shared in a round-robin fashion without anycriticism or discussion.
Ideas are discussed and clarified in a round-robin
sequence.
Members individually and silently follow a written voting
procedure. The last two steps are repeated as needed.
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5 - What are the challenges of leading
high-performance teams?
Team building
A sequence of planned activities used
to gather and analyze data on thefunctioning of a team and to implement
constructive changes to increase its
operating effectiveness.
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5 - What are the challenges of leading
high-performance teams?
Steps in a cyclical team-building process:
Step 1problem awareness.
Step 2data gathering.
Step 3data analysis and diagnosis.
Step 4action planning.
Step 5action implementation.
Step 6evaluation.
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Steps in the team-building process: case of the
hospital top management team.
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5 - What are the challenges of leading
high-performance teams?
Characteristics of high-performing teams:
A clear and elevating goal.
A task-driven, results-oriented structure.
Competent and committed members who
work hard.
A collaborative climate.
High standards of excellence. External support and recognition.
Strong and principled leadership.
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5 - What are the challenges of leading
high-performance teams?
Effective team leaders act to:
Establish clear vision.
Create change.
Unleash talent.