Teams

Rationale for using teams

Group dynamics

Agenda

Questions on course outline? Why teams?

– Your team Group dynamics Ethical guideposts

Teams

What is a team? What makes a team effective? What makes a team defective? Why teams? Stages of team/group development

What groups/teams do you belong to?

What is a team?

Groups of two or more individuals with complementary skills who work together toward a common objective for which they hold themselves mutually accountable.

Coordinated efforts result in more than the sum of individual efforts

Objective?

The objective of the team determines how the group will function

Problem solving teams: discuss issues; make recommendations

Special purpose teams: assignment driven; power to implement changes

Self managing teams: all facets

Why do we use teams? Produce a greater number of ideas and

pieces of information– Complex problems can be solved more effectively.

Creative ideas usually are stimulated in the presence of other individuals who have the same focus, passion, and excitement.

Improve understanding and acceptance among those involved in the decisions

Higher motivation and performance levels Offset personal biases and blind spots that

limit problem analysis and implementation

More likely to take risks More usually more fun

Support arises among team members.

Teams infuse knowledge.

Teams promote organizational learning in work settings.

Teams promote individual self-disclosure and examination.

Teams both appreciate and take advantage of diversity.

What makes a team effective

Great Groups vs “Not Great” Groups

How do we define

effective?

The Importance of Creating High Performance Teams

Characteristics of High Performing Teams– Small Size– Complimentary Skills– Common Purpose– Specific Goals– Common Approach– Mutual Accountability

Good groups also have…

– Interdependent members– Greater efficiency than individuals– The desire to affiliate– Shared responsibility– Nurturance– Mutual encouragement– Trust and interest in success of othersAnd… share leadership responsibilities

Trust?

To be effective, members must trust that…

Didn’t I see this already?Why we don’t use teams?

Produce a greater number of ideas and pieces of information?– Complex problems can be solved more effectively?

Creative ideas usually are stimulated in the presence of other individuals who have the same focus, passion, and excitement?

Improve understanding and acceptance among those involved in the decisions?

Higher motivation and performance levels? Offset personal biases and blind spots that limit

problem analysis and implementation?

Why don’t we use teams? More likely to take risks More usually more fun

Support arises among team members.

Teams infuse knowledge.

Teams promote organizational learning in work settings.

Teams promote individual self-disclosure and examination.

Teams both appreciate and take advantage of diversity.

When not to use teams

Task not appropriate to using teams– Routine, simple, highly formalized

Too many members Rewards are for individual achievement

not team– Lack of interdependence

No autonomy Lack of resources or structure

Groupthink

Some ideas for group discussion

Background and personal history– Name; where you are from; major; work

experience; family Most memorable success What you want to become or achieve in

the future– “Freedom 55” Past team experiences

Designing HighPerformance Teams

Who Are We? Where Are We Now? Where Are We Going? How Will We Get There? What Is Expected from Us?

– Role Analysis Technique– Responsibility Charting

What Support Do We Get/Need?

How Effective Are We? What Recognition Do We Get?

High Energy Team Development Model

Speaking of group dynamics

Stages of teams/group development Different “roles” people play Interpersonal “challenges”

Stages

Forming Conforming Storming Performing Adjourning

Exhibit 12- 3: Variations in Productivity and Morale during Team Development

So what?

Adapting Leadership Style to Facilitate Team Development

Provide Direction Provide Support

Exhibit 12- 5a: Leadership Style and Team Development

Adapting Leadership Style to Facilitate Team Development

Structuring Resolving Collaborating Validating Terminating

Transforming Existing Work Groups into High Performing Teams

Assessing and Solving Problems to Team Effectiveness

Problem Awareness: Determining Symptoms of Ineffective Teams– Communicating outside the Group– Over Dependency on the Leader– Unrealized Decisions– Hidden Conflicts– Fighting without Resolution– Subgroups

Breakdown, breakup, rebuild:Issues that develop in groups Equality of effort Loss of accountability Sharing of rewards Coordination loss

Dealing with “challenging” people Hostile Know it all Loudmouth Interrupter Interpreter

Gossiper Whisperer Silent distracter Busy-body Latecomer Early leaver

Transforming Existing Work Groups into High Performing Teams

Data Analysis Problem Identification

– Weak Sense of Direction– Infighting– Shirking of Responsibilities– Lack of Trust– Critical Skills Gaps– Lack of External Support

Transforming Existing Work Groups into High Performing Teams

Make Action Plans to Solve Problems– Clarify Goals– Encourage Teams to Go for Small Wins– Build Mutual Trust– Appraise Both Group and Individual

Performance– Provide the Necessary

External Support– Offer Team-building Training– Role Negotiation Technique

Group contract Group name Contact person Expectations

– Performance expectations of all team members including participation in activities, attendance at meetings out of class time, preparation for quizzes

– Missed quizzes?– Tentative meeting schedule and protocol for

subsequent scheduling Protocol for addressing “breach of contract” Peer evaluation (how much of presentation

grade do you get?)

Ethics

Right turns

Wrong turns

U-turns

Learning Objectives Develop Your Own Ethical

Parameters. Analyze Your Organization’s Ethics

Policy. Evaluate Business Situations to

Determine Ethical Courses of Action. Create a Positive Ethical Environment

for Subordinates.

What Is Ethics? Why Is It Important?

Not Just an Abstraction, but Crucial for Managers

Managerial Behaviorunder Increasing Scrutiny

Why Study Ethics?

Managers Set Standards for Subordinates and Create a Tone for the Organization

Behavior of Managers Is under Increasing Scrutiny

Improves the Quality of Work Life Ethical Reputations Are Good for

Business

Why Ethics Questions Are Often Tougher Than They Seem

Often, There Is No Single “Correct” Answer.

There Are No Easy Answers.

Opinions Differ on Key Questions to Ask When Faced With Ethical Dilemmas.

How will you feel?

In their book, The Power of Ethical Management, clergyman Norman Vincent Peale and business consultant Ken Blanchard suggest the following ethics check:

• Is it legal? Will I be violating either civil law or company policy?

• Is it balanced? Is it fair to all concerned in the short as well as long term? Does it promote win-win relationships?

• How will it make me feel about myself? Will it make me proud? Would I feel good if my decision were published in the newspaper? Would I feel good if my family knew about it?

Factors AffectingManagerial Ethics

The Individual’s Characteristics

The Organization’s Culture The Organization’s Structure The Intensity of the Issue The National Culture

How Can Organizations Encourage Ethical Behavior?

Make Better Personnel Selections

Develop a Code of Ethics

Exhibit 5-2: Variables Found in 83Corporate Codes of Business Ethics

Cluster 1. Be a Dependable Organizational Citizen.1. Comply with safety, health, and security regulations.2. Demonstrate courtesy, respect, honesty, and fairness.3. Illegal drugs and alcohol at work are prohibited.

Cluster 2. Do Not Do Anything Unlawful or Improper That Will Harm the Organization.

1. Conduct business in compliance with all laws.2. Payments for unlawful purposes are prohibited.3. Bribes are prohibited.

Cluster 3. Be Good to Customers1. Convey true claims in product advertisements.2. Perform assigned duties to the best of your ability.3. Provide products and services of the highest quality.

See text for full list of Variables . . .

How Can Organizations Encourage Ethical Behavior? (continued)

Lead by Example Set Realistic Job Goals Provide Ethics Training Use Comprehensive

Performance Appraisals Do Independent Social Audits Create Ethics Officers

What You As AnIndividual Can Do

Develop Your Own Ethical Guideposts and Decision-making Processes.

Why Do Individuals MakePoor Choices on Ethical Issues?

1. Individual and/or organization is immature.2. Economic self-interest is overwhelming.3. Special circumstances outweigh ethical concerns.4. People are uneducated in ethical decision-making.5. Possible rewards outweigh possible punishments for

unethical behavior.6. The prevailing attitude is “All’s fair in love, war, and

business.”7. There is powerful organizational pressure to commit

unethical acts.

Skill Guidelines for Developing and Applying Ethical Guideposts:

Know and Understand Your Organization’s Policy on Ethics.

Anticipate Unethical Conflict. Think Before You Act. Ask Yourself What-if Questions. Seek Opinions from Others. Do Not Allow Yourself to Become Isolated. Do What You Truly Believe Is Right.

Ethical Screening Gather the Facts. Define the Ethical Issues. Identify the Affected Parties. Identify the Consequences. Consider Your Character and Integrity. Think Creatively about Alternatives. Check Your Intuition. Prepare to Defend Your Action.

Ethical tests Front page test

Would I be embarrassed if my decision became a headline?

Golden rule test Would I be willing to be treated the same way?

Dignity and liberty test Are the dignity and liberty of others preserved by

this decision? Is the basic humanity of others effected?

Equal treatment test Are the rights, welfare and betterment of

minorities and lower status people given full consideration?

Ethical tests continued… Personal gain test

Is an opportunity for personal gain clouding my judgment?

Congruence test Is this action consistent with my personal principles? The

organizational principles?

Procedural justice test Can the procedures used to make this decision stand-up to

scrutiny by those effected?

Cost-benefit test Does a benefit for some cause a detriment for others? How

critical are the benefits?

Good night sleep test Whether or not anyone knows, will I sleep well tonight?