Chapter 11Chapter 11

Managing TeamsManaging Teams

Teamwork at the TourTeamwork at the Tour Lance Armstrong’s dramatic victory in the Lance Armstrong’s dramatic victory in the

2003 Tour de France was a team effort.2003 Tour de France was a team effort. Armstrong’s U.S. Postal Service Team was Armstrong’s U.S. Postal Service Team was

made up of riders from the U.S., Russia, made up of riders from the U.S., Russia, Canada, Spain, Luxembourg, Czechoslovakia, Canada, Spain, Luxembourg, Czechoslovakia, Norway, Columbia, Australia, and the Norway, Columbia, Australia, and the Netherlands.Netherlands.

It had a single goal – victory for Armstrong.It had a single goal – victory for Armstrong. When Armstrong’s teammate, Victor Pena of When Armstrong’s teammate, Victor Pena of

Colombia, wore the yellow jersey – signifying Colombia, wore the yellow jersey – signifying overall leadership in the race – he continued overall leadership in the race – he continued to carry water bottles from his team car to to carry water bottles from his team car to his U.S. Postal colleagues.his U.S. Postal colleagues.

Team members were selected for their Team members were selected for their unique skills, such as excellence in time trials unique skills, such as excellence in time trials or on mountain climbs, and for their or on mountain climbs, and for their willingness to work for the good of the team.willingness to work for the good of the team.

Armstrong had earlier said, “… we have been Armstrong had earlier said, “… we have been able to hit our stride in terms of teamwork, able to hit our stride in terms of teamwork, communication and camaraderie.”communication and camaraderie.”

Types of TeamsTypes of Teams A A functional teamfunctional team, also called a , also called a

command team or vertical team, consists command team or vertical team, consists of a superior and his or her subordinates in of a superior and his or her subordinates in the chain of command.the chain of command.

A A cross-functional teamcross-functional team is made up of is made up of members from different functional members from different functional departments in the organization.departments in the organization.

A A self-managing teamself-managing team is able to make is able to make key decisions about how its work is done.key decisions about how its work is done.

Potential Benefits of TeamsPotential Benefits of Teams

Teams provide many perspectives, skills, and Teams provide many perspectives, skills, and resources.resources.

Participation increases acceptance and Participation increases acceptance and understanding of the team’s outcomes.understanding of the team’s outcomes.

Participation is empowering.Participation is empowering. Working in teams is stimulating.Working in teams is stimulating. Teams make more reliable decisions than Teams make more reliable decisions than

individualsindividuals Participation in teams is a developmental Participation in teams is a developmental

experienceexperience

Potential Team DisadvantagesPotential Team Disadvantages

Dominant or stubborn members may control Dominant or stubborn members may control the process.the process.

Some members may be reluctant to participate.Some members may be reluctant to participate. Some members may focus on personal goals.Some members may focus on personal goals. Time and resources are taken from other Time and resources are taken from other

activities.activities. Some members may rely on others to carry the Some members may rely on others to carry the

load.load. Team members may be afraid to “rock the Team members may be afraid to “rock the

boat.”boat.”

Deciding When to Use a TeamDeciding When to Use a Team(Based on Figure 11-1)(Based on Figure 11-1)

Use a Team When:Use a Team When: Many perspectives are neededMany perspectives are needed Acceptance of the decision is criticalAcceptance of the decision is critical The problem is complex or unstructuredThe problem is complex or unstructured Individuals judgments are unreliableIndividuals judgments are unreliable Individuals are unwilling to take necessary Individuals are unwilling to take necessary

risksrisks You want to develop team members’ team-You want to develop team members’ team-

related skillsrelated skills

Deciding When to Use a TeamDeciding When to Use a Team(Based on Figure 11-1)(Based on Figure 11-1)

Be Cautious About Using a Team Be Cautious About Using a Team When:When: The issue is unimportantThe issue is unimportant Individuals don’t want to participateIndividuals don’t want to participate Individual risk preferences are too highIndividual risk preferences are too high Time is of the essenceTime is of the essence Group norms are unacceptableGroup norms are unacceptable

Building Effective TeamsBuilding Effective Teams

EffectiveTeams

Defining theTeam’s

Assignment

Choosing TeamSize and

Membership

Planning the Team Effort

Managing the TeamThrough the Stages ofGroup Development

Building TeamSpirit

Selecting a Team SizeSelecting a Team Size

Choose a five-person or seven-person team unless Choose a five-person or seven-person team unless there are very compelling reasons to do otherwise.there are very compelling reasons to do otherwise.

Any team with fewer than five members has its Any team with fewer than five members has its own unique set of problems.own unique set of problems.

Beyond size seven, team management becomes Beyond size seven, team management becomes much more difficult because:much more difficult because: it becomes harder to coordinate the team since the it becomes harder to coordinate the team since the

number of members who must interact and whose number of members who must interact and whose actions must be synchronized becomes unwieldy.actions must be synchronized becomes unwieldy.

members may be tempted to engage in social loafing.members may be tempted to engage in social loafing. we stop treating team members as individuals.we stop treating team members as individuals.

Guidelines for Staffing the TeamGuidelines for Staffing the Team

Vary team membership across tasks.Vary team membership across tasks. Ensure availability of key information, Ensure availability of key information,

skills, and resources.skills, and resources. Ensure participation of affected parties.Ensure participation of affected parties. If you will not be leading the team, appoint If you will not be leading the team, appoint

a task-oriented leader with sufficient power a task-oriented leader with sufficient power to keep the team on track.to keep the team on track.

Consider varying team membership over Consider varying team membership over the course of the task.the course of the task.

Defining the Team’s AssignmentDefining the Team’s Assignment

What is the issue to be dealt with? What is its scope?What is the issue to be dealt with? What is its scope? What is the team’s responsibility?What is the team’s responsibility?

To perform a specific task?To perform a specific task? To make a decision?To make a decision? To exchange information?To exchange information?

What are the constraints on the group?What are the constraints on the group? What are its deadlines?What are its deadlines? What is its budget? What other resources are available to What is its budget? What other resources are available to

it?it? What should be the format of its final report or the nature What should be the format of its final report or the nature

of its final product?of its final product? Will it have to give progress reports?Will it have to give progress reports?

Planning the Team EffortPlanning the Team Effort

Divide the team’s overall assignment into Divide the team’s overall assignment into parts.parts.

Estimate the time and resources needed Estimate the time and resources needed to complete each part of the assignment to complete each part of the assignment and the overall assignment.and the overall assignment.

Determine the time and resources needed, Determine the time and resources needed, and take necessary actions to reduce any and take necessary actions to reduce any gaps between what is needed and what is gaps between what is needed and what is available.available.

Developing Productive NormsDeveloping Productive Norms

NormsNorms are the unwritten rules of the team. They are are the unwritten rules of the team. They are shared expectations about how team members should shared expectations about how team members should behave.behave.

Norms may be Norms may be prescriptiveprescriptive or or proscriptiveproscriptive.. Norms control team member behavior. This is called Norms control team member behavior. This is called

clan controlclan control.. Once a team develops norms, the norms tend to persist.Once a team develops norms, the norms tend to persist. Norms may:Norms may:

be imported from other settingsbe imported from other settings develop because of some critical event in the life of develop because of some critical event in the life of

the teamthe team develop gradually in the life of the teamdevelop gradually in the life of the team

Guidelines for Considering Team Guidelines for Considering Team NormsNorms

Recognize the power of norms. Norms are Recognize the power of norms. Norms are real and powerful.real and powerful.

Identify team norms; reinforce positive Identify team norms; reinforce positive norms.norms.

Communicate expectations concerning Communicate expectations concerning performance and other goals.performance and other goals.

Recognize that norms develop gradually and Recognize that norms develop gradually and are resistant to change.are resistant to change.

Lighten Up: “Norms”Lighten Up: “Norms”

The term “norm” may bring to mind Norm Peterson, The term “norm” may bring to mind Norm Peterson, the jovial, rotund regular on the jovial, rotund regular on CheersCheers..

CheersCheers, a long-running TV program set in a Boston , a long-running TV program set in a Boston pub, had a cast of characters who exchanged jokes, pub, had a cast of characters who exchanged jokes, stories, and insults in the comfort of “a place where stories, and insults in the comfort of “a place where everybody knows your name.”everybody knows your name.”

The characters of The characters of CheersCheers did, in fact, share a variety did, in fact, share a variety of norms about where regulars should sit, how of norms about where regulars should sit, how regulars entering the bar should be greeted, what regulars entering the bar should be greeted, what subjects were acceptable for discussion, and how subjects were acceptable for discussion, and how CheersCheers patrons should react to challenges from patrons should react to challenges from outsiders.outsiders.

Encouraging Effective Team-Encouraging Effective Team-Member RolesMember Roles

We wear many “hats” in life, such as students, We wear many “hats” in life, such as students, neighbors, friends, employees, and much more.neighbors, friends, employees, and much more.

These various hats are called These various hats are called rolesroles.. Team members may adopt both positive and Team members may adopt both positive and

negative roles.negative roles. Task-orientedTask-oriented and and relations-oriented rolesrelations-oriented roles are are

needed to keep the team effective on a continuing needed to keep the team effective on a continuing basis.basis.

Self-oriented rolesSelf-oriented roles are roles members adopt for are roles members adopt for personal gain. These roles may often hamper team personal gain. These roles may often hamper team performance and cohesiveness.performance and cohesiveness.

Team Roles (Figure 11-2)Team Roles (Figure 11-2)

TaskPerformance

Task-OrientedRoles:• Initiators• Information Seekers• Opinion Givers• Energizers

+ Relations-Oriented Roles:• Harmonizers• Compromisers• Encouragers• Expediters

+

Self-Oriented Roles:• Blockers• Recognition Seekers• Dominators• Avoiders

-

Guidelines for Considering Team Guidelines for Considering Team RolesRoles

Encourage and reward members who adopt Encourage and reward members who adopt positive roles.positive roles.

Recognize that both task-oriented and relations-Recognize that both task-oriented and relations-oriented roles are critical to team performance.oriented roles are critical to team performance.

Identify and discourage negative roles.Identify and discourage negative roles. Understand the roles you play as a team leader Understand the roles you play as a team leader

-- and those you need not play.-- and those you need not play. Do all you can to minimize role conflict and role Do all you can to minimize role conflict and role

ambiguity.ambiguity.

Stages of Group DevelopmentStages of Group Development(Figure 11-3)(Figure 11-3)

Forming

Storming

Norming

Performing

Adjourning

Stages of Group DevelopmentStages of Group Development In the In the formingforming stage, team members are getting stage, team members are getting

acquainted and becoming oriented to the task.acquainted and becoming oriented to the task. In the In the stormingstorming stage, conflict and disagreement among stage, conflict and disagreement among

members are likely as members become assertive in their members are likely as members become assertive in their roles and personalities become clearer.roles and personalities become clearer.

By the By the normingnorming stage, conflicts have largely been resolved, stage, conflicts have largely been resolved, the team becomes more cohesive, members settle into the team becomes more cohesive, members settle into roles, and norms, values, and expectations develop.roles, and norms, values, and expectations develop.

In the In the performingperforming stage the team is mature and focused stage the team is mature and focused on performance, and it can largely manage its own affairs.on performance, and it can largely manage its own affairs.

In the In the adjourningadjourning stage the team dissolves. stage the team dissolves.

Bottom Line:Bottom Line:Managing the Stages of Team DevelopmentManaging the Stages of Team Development

Help TeamMembers to

BecomeAcquainted

Complete SimpleTasks to Get the

Team to StartWorkingTogether

Clarify thePurpose of theTeam and Its

Objectives

Create TeamGround Rulesand Develop a

Project Timeline

Define the Rolesof Each Team

Member

Create MeetingAgendas to

Structure theTeam Process

Work ThroughMember Issues

Or ConflictsRelated to the

Team

Reinforce theTeam’s Identity

And EnsureBalanced

Participation inDecision Making

Gradually Givethe Team More

Autonomy

Encourage theTeam to

Facilitate Itself

Celebrate theTeam’s

Successes

Building Team SpiritBuilding Team Spirit Some teams “stick together” better than others; there Some teams “stick together” better than others; there

is a sense of team spirit, and members are proud to be is a sense of team spirit, and members are proud to be associated with each other and with the team.associated with each other and with the team.

Teams with high levels of team spirit -- or Teams with high levels of team spirit -- or cohesivenesscohesiveness -- are more effective in achieving their -- are more effective in achieving their goals.goals.

Members of cohesive teams also communicate Members of cohesive teams also communicate relatively better with one another, are more satisfied, relatively better with one another, are more satisfied, and feel less tension and anxiety.and feel less tension and anxiety.

Since cohesive teams are effective in attaining Since cohesive teams are effective in attaining theirtheir goals, it is important that those goals be consistent goals, it is important that those goals be consistent with the best interests of the organization.with the best interests of the organization.

Focus on Management: Hot Focus on Management: Hot GroupsGroups

Extremely high levels of team spirit, excitement, and energy Extremely high levels of team spirit, excitement, and energy characterize what Jean Lipman-Blumen and Harold Leavitt have characterize what Jean Lipman-Blumen and Harold Leavitt have called “hot groups.”called “hot groups.”

According to Lipman-Blumen and Leavitt, “The hot group state According to Lipman-Blumen and Leavitt, “The hot group state of mind is task obsessed and full of passion, coupled with a of mind is task obsessed and full of passion, coupled with a distinctive way of behaving, a style that is intense, sharply distinctive way of behaving, a style that is intense, sharply focused, and full bore.”focused, and full bore.”

To encourage hot groups, according to Lipman-Blumen and To encourage hot groups, according to Lipman-Blumen and Leavitt, it is important to make room for spontaneity, break Leavitt, it is important to make room for spontaneity, break down barriers, encourage intellectual exchange, select talented down barriers, encourage intellectual exchange, select talented people and respect their self-motivation and ability, use people and respect their self-motivation and ability, use information technology to build relationships, and value truth information technology to build relationships, and value truth and the speaking of it.and the speaking of it.

The Low Cohesiveness Death The Low Cohesiveness Death SpiralSpiral

Low Cohesiveness

Poorer Performance

Lower Cohesiveness

Worse Performance

Guidelines for Building Cohesive Guidelines for Building Cohesive TeamsTeams

Make it attractive to be a member of the Make it attractive to be a member of the team. Make team membership an honor.team. Make team membership an honor.

Praise and publicize team Praise and publicize team accomplishments. Go for some “small accomplishments. Go for some “small wins.”wins.”

Keep the team small.Keep the team small. Identify outside threats and pressures and Identify outside threats and pressures and

communicate them to the team.communicate them to the team.

Lighten Up: Concrete Canoes and Lighten Up: Concrete Canoes and Subsurface PaintballSubsurface Paintball

Some teambuilding approaches move outside Some teambuilding approaches move outside the office.the office.

Many companies, for instance, send their Many companies, for instance, send their employees to “challenge courses” where team employees to “challenge courses” where team members must work together to complete tasks members must work together to complete tasks such as climbing walls and weaving their ways such as climbing walls and weaving their ways through webs of rope.through webs of rope.

Other firms send their teams on caving, Other firms send their teams on caving, camping, sailing, or rock climbing outings.camping, sailing, or rock climbing outings.

Some activities are more innovative, such as Some activities are more innovative, such as dispatching teams to battle in a subsurface dispatching teams to battle in a subsurface paintball complex, or to have them build and paintball complex, or to have them build and race concrete canoes.race concrete canoes.

The Bottom Line: Developing The Bottom Line: Developing Team CohesionTeam Cohesion

Implement aSevere Initiation

Process toBecome a Member

of the Team

Implement aSevere Initiation

Process toBecome a Member

of the Team

Maintain SmallTeam Size

Maintain SmallTeam Size

Arrange the WorkEnvironment to

Enhance thePhysical Proximityof Team Members

Arrange the WorkEnvironment to

Enhance thePhysical Proximityof Team Members

Enhance TeamIdentity andEmphasize

External Threatsto the Team

Enhance TeamIdentity andEmphasize

External Threatsto the Team

Build a Historyof Success for

the Team

Build a Historyof Success for

the Team

Promote Formaland Informal

Interaction AmongTeam Members

Promote Formaland Informal

Interaction AmongTeam Members

Types of Problem Team MembersTypes of Problem Team Members FreeloadersFreeloaders: Members who don’t carry their : Members who don’t carry their

fair shares. They engage in social loafing.fair shares. They engage in social loafing. ComplainersComplainers: Members who constantly : Members who constantly

complain about the team’s scheduling, complain about the team’s scheduling, activities, progress, or other matters.activities, progress, or other matters.

BulliesBullies: Members who actively disrupt the : Members who actively disrupt the team by pushing their opinions on others.team by pushing their opinions on others.

MartyrsMartyrs: Members who feel they are : Members who feel they are carrying the load for the team.carrying the load for the team.

Guidelines for Dealing with Problem Guidelines for Dealing with Problem BehaviorsBehaviors

Choose team members carefully.Choose team members carefully. Offer training.Offer training. Provide clear goals.Provide clear goals. Clearly define member responsibilities.Clearly define member responsibilities. Use peer evaluations.Use peer evaluations. Reward superior performance.Reward superior performance. Don’t let social considerations overwhelm concern with Don’t let social considerations overwhelm concern with

the task.the task. Appeal to the “shadow of the future”Appeal to the “shadow of the future” Remove problem team members as a last resort.Remove problem team members as a last resort.

Running Team MeetingsRunning Team Meetings

EffectiveTeam Meetings

Give Structureto Meetings

Help TeamMembers Become

Acquainted

ConsiderSpatial

Arrangements

Provide aFacilitating

Setting

Action Forums at General ElectricAction Forums at General Electric

General Electric is one company that makes heavy use General Electric is one company that makes heavy use of action forums.of action forums.

Action forumsAction forums are broadly inclusive corporate are broadly inclusive corporate meetings that involve key players from management, meetings that involve key players from management, the factory floor, and even outside suppliers and the factory floor, and even outside suppliers and customers.customers.

Action forums lead to faster and better decisions, and Action forums lead to faster and better decisions, and help ensure the commitment of those who will help ensure the commitment of those who will implement the decisions.implement the decisions.

Companies as far away as Japan are now developing Companies as far away as Japan are now developing action-forum approaches to their organizations.action-forum approaches to their organizations.

Guidelines for Helping Team Members Guidelines for Helping Team Members Become AcquaintedBecome Acquainted

Before the first meeting, distribute members’ Before the first meeting, distribute members’ biographical sketches, along with the team biographical sketches, along with the team assignment and other relevant materials.assignment and other relevant materials.

Before each meeting, give members a Before each meeting, give members a chance to socialize.chance to socialize.

At the first meeting, introduce each member At the first meeting, introduce each member or have the members introduce themselves.or have the members introduce themselves.

Use appropriate “icebreaker” exercises.Use appropriate “icebreaker” exercises. During long meetings, provide breaks.During long meetings, provide breaks.

Social

Zones of Personal SpaceZones of Personal Space(Figure 11-4)(Figure 11-4)

Personal

Intimate

Public

Zones of Personal SpaceZones of Personal Space Intimate ZoneIntimate Zone. . We let others enter the intimate zone We let others enter the intimate zone

only for purposes such as lovemaking, protecting, and only for purposes such as lovemaking, protecting, and comforting.comforting.

Personal ZonePersonal Zone. . This is the zone used for comfortable This is the zone used for comfortable interaction with others and connotes closeness and interaction with others and connotes closeness and friendship.friendship.

Social ZoneSocial Zone. . This zone is used for interpersonal This zone is used for interpersonal business. People working together use the inner part of business. People working together use the inner part of the zone. The outer part is used for more formal the zone. The outer part is used for more formal interactions.interactions.

Public ZonePublic Zone. . This zone is beyond the range of This zone is beyond the range of comfortable interaction.comfortable interaction.

Zones of Personal SpaceZones of Personal Space

In “mainstream” U.S. society:In “mainstream” U.S. society:

Intimate Zone: Skin to 18”Intimate Zone: Skin to 18” Personal Zone: 18” to 4’Personal Zone: 18” to 4’ Social Zone: 4’ to 12’Social Zone: 4’ to 12’ Public Zone: Greater than 12’Public Zone: Greater than 12’

The sizes of these zones vary across The sizes of these zones vary across nations and ethnic groups.nations and ethnic groups.

Interpersonal Distances Across Interpersonal Distances Across CulturesCultures

Interpersonal distances corresponding to the zones of Interpersonal distances corresponding to the zones of personal space vary dramatically across cultures.personal space vary dramatically across cultures.

For instance, in northern Europe, the “bubbles” tend to For instance, in northern Europe, the “bubbles” tend to be quite large and people keep their distance.be quite large and people keep their distance.

In southern France, Italy, Greece, and Spain, the In southern France, Italy, Greece, and Spain, the bubbles are smaller.bubbles are smaller.

A distance seen as intimate in northern Europe overlaps A distance seen as intimate in northern Europe overlaps normal conversational distance in southern Europe.normal conversational distance in southern Europe.

As a result, Mediterranean Europeans “get too close” As a result, Mediterranean Europeans “get too close” for the comfort of Germans, Scandinavians, English for the comfort of Germans, Scandinavians, English persons, and Americans of northern European ancestry.persons, and Americans of northern European ancestry.

The Importance ofThe Importance ofPotential Eye ContactPotential Eye Contact

High status individuals tend to High status individuals tend to choose positions of high potential choose positions of high potential eye contact, such as:eye contact, such as:

An elevated position;An elevated position; A position at the front of the room;A position at the front of the room; A position at the end of a A position at the end of a

conference table. conference table.

The Importance of Potential Eye The Importance of Potential Eye Contact (Continued)Contact (Continued)

Individuals who choose positions of high Individuals who choose positions of high potential eye contact are perceived to potential eye contact are perceived to have high status.have high status.

They are also:They are also: Most likely to be perceived to be the Most likely to be perceived to be the

group leaders;group leaders; Likely to have the most Likely to have the most

communications directed to them.communications directed to them.

Seating Arrangements for Seating Arrangements for Different Activities (Figure 11-5)Different Activities (Figure 11-5)

! Competing! Competing

## CoactingCoactingO CooperatingO CooperatingX Casual ConversationX Casual Conversation

XX

XX

OOOO

##

##

!!

!!

Guidelines for Structuring Guidelines for Structuring MeetingsMeetings

Prior to the meeting, distribute an agenda to team Prior to the meeting, distribute an agenda to team members.members.

At the beginning of the meeting, review progress to date At the beginning of the meeting, review progress to date and establish the task of the meeting.and establish the task of the meeting.

Early in the meeting, get a progress report from each Early in the meeting, get a progress report from each member with a pre-assigned task.member with a pre-assigned task.

Manage the discussion to ensure fair participation.Manage the discussion to ensure fair participation. At the end of the meeting, summarize what has been At the end of the meeting, summarize what has been

accomplished, where the team is on its schedule, and what accomplished, where the team is on its schedule, and what will be the team’s task at the next meeting.will be the team’s task at the next meeting.

Make public and clear each member’s assignment for the Make public and clear each member’s assignment for the next meeting. next meeting.

Tips for Encouraging Fair Tips for Encouraging Fair ParticipationParticipation

Establish norms for fair participation.Establish norms for fair participation. Provide guiding comments.Provide guiding comments. Use a Use a round-robin processround-robin process, asking , asking

members to give their comments in members to give their comments in turn.turn.

Ask members to write down their Ask members to write down their ideas.ideas.

Self-Managing TeamsSelf-Managing Teams

Self-managing teams are becoming increasingly Self-managing teams are becoming increasingly common; they are one of the fastest-growing common; they are one of the fastest-growing forms of employee involvement.forms of employee involvement.

According to one survey, more than two-thirds of According to one survey, more than two-thirds of FortuneFortune 1000 firms use self-managing teams 1000 firms use self-managing teams with at least some employees.with at least some employees.

Self-managing teams are common in such Self-managing teams are common in such companies as Procter & Gamble, General Motors, companies as Procter & Gamble, General Motors, Motorola, Ford, General Electric, AT&T, Xerox, Motorola, Ford, General Electric, AT&T, Xerox, American Express, and Prudential.American Express, and Prudential.

Leader Roles in Self-Managing Leader Roles in Self-Managing TeamsTeams

Becoming a self-leaderBecoming a self-leader. The leader must develop . The leader must develop behavioral and cognitive self-management skills to behavioral and cognitive self-management skills to achieve the self-motivation and self-direction needed to achieve the self-motivation and self-direction needed to perform.perform.

Modeling self-leadershipModeling self-leadership. The leader’s own self- . The leader’s own self- leadership behaviors serve as a model from which others leadership behaviors serve as a model from which others can learn.can learn.

Encouraging self-set goalsEncouraging self-set goals. Leaders should . Leaders should encourage team members to set specific and challenging encourage team members to set specific and challenging goals.goals.

Creating positive thought patternsCreating positive thought patterns. Leaders should . Leaders should transmit positive thought patterns to team members, and transmit positive thought patterns to team members, and encourage positive expectations in them.encourage positive expectations in them.

Leader Roles in Self-Managing TeamsLeader Roles in Self-Managing Teams(Continued)(Continued)

Developing self-leadership through reward and Developing self-leadership through reward and constructive reprimandconstructive reprimand. Leaders of self-managing . Leaders of self-managing teams should both use conventional rewards and teams should both use conventional rewards and reprimands to encourage self-leadership behaviors and reprimands to encourage self-leadership behaviors and also encourage team members to reward themselves also encourage team members to reward themselves and build self-rewards into their work.and build self-rewards into their work.

Promoting self-leadership through teamworkPromoting self-leadership through teamwork. . Team members learn self-leadership through regular Team members learn self-leadership through regular and varied experiences in team settings that place them and varied experiences in team settings that place them in positions where self-management is necessary.in positions where self-management is necessary.

Facilitating a self-leadership cultureFacilitating a self-leadership culture which is which is conducive to high levels of self-management and conducive to high levels of self-management and performance.performance.

Using Special-PurposeUsing Special-PurposeGroup TechniquesGroup Techniques

To EncourageHealthy Dissent

To GenerateCreative Ideas

To Generate aGroup Solution

Devil’sAdvocate

Brainstorming,Affinity Technique

Nominal GroupTechnique

To Encourage Healthy Dissent: The To Encourage Healthy Dissent: The Devil’s AdvocateDevil’s Advocate

Beginning in the 12th century, the Roman Catholic Church Beginning in the 12th century, the Roman Catholic Church instituted strict procedures to determine who was, or instituted strict procedures to determine who was, or wasn’t worthy of sainthood.wasn’t worthy of sainthood.

One barrier on the road to sainthood was the devil’s One barrier on the road to sainthood was the devil’s advocate, a church officer whose role was to spot flaws in advocate, a church officer whose role was to spot flaws in the arguments on behalf of the candidate for sainthood.the arguments on behalf of the candidate for sainthood.

Now the Now the devil’s advocatedevil’s advocate refers to an individual or group refers to an individual or group given the responsibility for challenging a proposal.given the responsibility for challenging a proposal.

The idea is to find flaws while they may still be remedied, The idea is to find flaws while they may still be remedied, or to recognize they are fatal, before competitors, or to recognize they are fatal, before competitors, customers, and others become aware of them.customers, and others become aware of them.

To Generate Creative Ideas: Group To Generate Creative Ideas: Group BrainstormingBrainstorming

Group brainstormingGroup brainstorming seeks to create the seeks to create the right atmosphere for relaxed, spontaneous right atmosphere for relaxed, spontaneous thinking.thinking.

Rules for group brainstorming are:Rules for group brainstorming are: Don’t criticize any ideas. This creates a climate of Don’t criticize any ideas. This creates a climate of

psychological safety, reducing inhibitions.psychological safety, reducing inhibitions. Freewheel. Any idea, no matter how wild, is fine.Freewheel. Any idea, no matter how wild, is fine. Try to come up with as many ideas as possible. The Try to come up with as many ideas as possible. The

more ideas, the better.more ideas, the better. Try to combine and improve. Hitchhiking on others’ Try to combine and improve. Hitchhiking on others’

ideas may create a chain of inspiration.ideas may create a chain of inspiration.

United Technology Automotive’s Idea United Technology Automotive’s Idea CenterCenter

In 1997 United Technologies Automotive added an In 1997 United Technologies Automotive added an idea center to its Dearborn, Michigan headquarters.idea center to its Dearborn, Michigan headquarters.

The center is a focal point for brainstorming and The center is a focal point for brainstorming and systems development, incorporating the latest systems development, incorporating the latest technology and designed to stimulate the free-flow technology and designed to stimulate the free-flow of ideas.of ideas.

The center allows members from various product The center allows members from various product teams to meet in a supportive setting.teams to meet in a supportive setting.

The center is aimed at reducing costs , improving The center is aimed at reducing costs , improving quality, and speeding up product-development quality, and speeding up product-development time.time.

Variations on BrainstormingVariations on Brainstorming

With With stop-and-go brainstormingstop-and-go brainstorming, short periods of , short periods of brainstorming (10 minutes or so) are interspersed brainstorming (10 minutes or so) are interspersed with short periods of evaluation.with short periods of evaluation.

Reverse brainstormingReverse brainstorming brings fresh perspectives by brings fresh perspectives by turning the problem around. How could we stifle turning the problem around. How could we stifle creativity? How could we decrease morale?creativity? How could we decrease morale?

With large groups, the With large groups, the Phillips 66 techniquePhillips 66 technique can be can be used. Once the problem is clearly understood, small used. Once the problem is clearly understood, small groups of six members brainstorm for six minutes. groups of six members brainstorm for six minutes. Then a member of each group presents the best ideas Then a member of each group presents the best ideas or all ideas to the larger group.or all ideas to the larger group.

Web Wise: Ventana Web Wise: Ventana Corporation’s GroupSystemsCorporation’s GroupSystems

GroupSystems is a suite of team-based, decision-GroupSystems is a suite of team-based, decision-support software tools that can be used for support software tools that can be used for strategic planning, innovative problem solving, strategic planning, innovative problem solving, business process reengineering, and other business process reengineering, and other purposes.purposes.

It includes electronic tools for brainstorming, It includes electronic tools for brainstorming, information gathering, voting, organizing, information gathering, voting, organizing, prioritizing, and consensus building.prioritizing, and consensus building.

GroupSystems is used by such organizations as GroupSystems is used by such organizations as American Express, IBM, and the U.S. Federal American Express, IBM, and the U.S. Federal Aviation Administration.Aviation Administration.

http://www.ventana.comhttp://www.ventana.com

Goals of the Nominal Group Goals of the Nominal Group TechniqueTechnique

To encourage all members to make To encourage all members to make inputsinputs

To prevent dominant members from To prevent dominant members from controlling the processcontrolling the process

To ensure that all ideas get a fair To ensure that all ideas get a fair hearinghearing

To allow members to evaluate To allow members to evaluate alternatives without fear of retributionalternatives without fear of retribution

Steps in the Nominal Group Steps in the Nominal Group Technique (Figure 11-6)Technique (Figure 11-6)

SelectTeam

Members

SelectTeam

Members

Divide theGroup intoSubgroups

of 8 or FewerIndividuals

Divide theGroup intoSubgroups

of 8 or FewerIndividuals

LeaderPresents a

SpecificQuestion tothe Group

LeaderPresents a

SpecificQuestion tothe Group

MembersSilently

GenerateIdeas inWriting

MembersSilently

GenerateIdeas inWriting

MembersDiscuss the

Ideas inTurn

MembersDiscuss the

Ideas inTurn

Use SilentVoting to

Determinethe OverallRating ofEach Idea

Use SilentVoting to

Determinethe OverallRating ofEach Idea

Round-RobinIdea

Generationand Listingon Flipchart

Round-RobinIdea

Generationand Listingon Flipchart

Advantages of Silent Generation of Advantages of Silent Generation of Ideas in WritingIdeas in Writing

Ideas are generated without being Ideas are generated without being evaluatedevaluated

Members focus their time directly on Members focus their time directly on the search for ideasthe search for ideas

Nobody can dominate the processNobody can dominate the process Everyone makes inputsEveryone makes inputs Ideas are put in writingIdeas are put in writing

Gaining Acceptance of New Gaining Acceptance of New TechniquesTechniques

Just do it. Take charge and announce that you’re Just do it. Take charge and announce that you’re going to handle today’s meeting differently.going to handle today’s meeting differently.

Explain why you’re doing something different.Explain why you’re doing something different. Point out that these are widely used, effective Point out that these are widely used, effective

techniques.techniques. Treat this as a skill-building exercise both for Treat this as a skill-building exercise both for

yourself and for your colleagues.yourself and for your colleagues. Point out that mastering more group tools adds Point out that mastering more group tools adds

further to the team’s resources.further to the team’s resources.