What are Teams? Groups of two or more people Exist to fulfill a purpose Interdependent --...
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BUILDING THE TEAM
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What are Teams?
Groups of two or more people Exist to fulfill a purpose Interdependent -- interact and
influence each other Mutually accountable for achieving
common goals Perceive themselves as a social
entity
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Team as a collection of individuals
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Team as a collection of individuals with a shared common vision
Alignment of purpose
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Groups versus Teams
All teams are groups
Some groups are just people assembled together
Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together)
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Many Types of Teams
Departmental teams Production/service/ leadership teams Self-directed teams Advisory teams Skunkworks Task force (project) teams Virtual teams Communities of practice
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Why Informal Groups Exist
1. Innate drive to bond2. Social identity
We define ourselves by group memberships
3. Goal accomplishment4. Emotional support
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Advantages of Teams
Make better decisions Make better products and services due to more knowledge and expertise
Increase employee engagement
Compared with individuals working alone, teams tend to:
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The Trouble With Teams Individuals better/faster on some
tasks
Process losses - cost of developing and maintaining teams Brooks’ Law -- more delays when adding
members to a team already behind schedule
Social loafing Occurs when individuals exert less effort
when working in groups than alone
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How to Minimize Social Loafing Make individual performance
more visible Form smaller teams Specialize tasks Measure individual performance
Increase employee motivation Increase job enrichment Select motivated employees
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TEAM EFFECTIVENESS MODEL AND COMPONENTS
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Team Effectiveness Model
•Task characteristics
•Team size
•Team composition
Team Design
• Achieve organizational goals
• Satisfy member needs
• Maintain team survival
TeamEffectiveness
•Team development•Team norms•Team cohesiveness•Team trust
Team Processes
Organizational
and Team
Environment
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Team’s Task and Size
Task characteristics Better when tasks are clear, easy to
implement Share common inputs, processes, or
outcomes Task interdependence
Team size Smaller teams are better But large enough to accomplish task
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Levels of Task Interdependence
Sequential
Pooled
Reciprocal
Resource
A B C
A B C
A
B C
High
Low
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Team Composition Effective team members must be willing and
able to work on the team Effective team members are good at the 5 C’s:
Cooperating Coordinating Communicating Comforting (psych support) Conflict resolving
Team diversity Homogeneous or heterogeneous, depending
on task requirements
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Team Development
Team development involves: Interpersonal knowledge and trust Understand and agree on roles Discover appropriate behaviors Learn to coordinate with each other Develop team mental models
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Existing teams might regress back to an earlier stage of development
Forming
Storming
Norming
Performing
Adjourning
Stages of Team Development
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Team Norms
Informal rules and shared expectations team establishes to regulate member behaviors
Norms develop through: Initial team experiences Critical events in team’s history Experience/values members bring to the
team
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Changing Team Norms
Introduce norms when forming teams
Select members with preferred values
Discuss counter-productive norms
Reward behaviors representing desired norms
Disband teams with dysfunctional norms
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Team Cohesion
The degree of attraction people feel toward the team and their motivation to remain members
Calculative -- members believe the team will fulfill goals and needs
Emotional -- team is part of person’s social identity
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Teamsize
Memberinteraction
• Smaller teams more cohesive
• Regular interaction increases cohesion• Calls for tasks with high interdependence
Membersimilarity
• Similarity-attraction effect• Some forms of diversity have less effect
Influences on Team Cohesion
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Teamsuccess
External challenges
• Successful teams fulfill member needs• Success increases social identity with team
• Challenges increase cohesion when not overwhelming
Somewhat difficult entry
• Team eliteness increases cohesion• But lower cohesion with severe initiation
Influences on Team Cohesion (con’t)
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Team Cohesiveness Outcomes
1. Want to remain members
2. Willing to share information
3. Strong interpersonal bonds
4. Resolve conflict effectively
5. Better interpersonal relationships
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Team Norms Support Goals
Team Norms Oppose Goals
High Team Cohesiveness
Low Team Cohesiveness
Cohesiveness and Performance
Low taskperformance
Moderatelyhigh taskperformance
Moderatelylow taskperformance
High taskperformance
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Trust Defined
A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intent or behavior of another person
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Three Levels of Trust
Identity-based Trust
Knowledge-based Trust
Calculus-based Trust
High
Low
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Three Levels of Trust (con’t)
Calculus-based trust Based on deterrence Fragile, limited, dependent on
punishment Knowledge-based trust
Based on predictability and competence Fairly robust, develops over time
Identification-based trust Based on common mental models and
values Increases with person’s social identity
with team
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SELF-DIRECTED TEAMS AND VIRTUAL TEAMS
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Self-Directed Team Attributes
Formal groups that complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the execution of these tasks.
1. Complete an entire piece of work requiring interdependent tasks
2. Substantial autonomy over execution of the team’s tasks
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Self-Directed Team Success Factors
Responsible for entire work process High interdependence within the
team Low interdependence with other
teams Autonomy to organize and
coordinate work Technology supports team
communication/coordination
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Virtual Teams
Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks Increasingly possible because of:
Information technologies Knowledge-based work
Increasingly necessary because of: Knowledge management Globalization
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Virtual Team Success Factors
Member characteristics Technology savvy Self-leadership skills Emotional intelligence
Flexible use of communication technologies
Opportunities to meet face-to-face
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TEAMDECISION MAKING
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Team Decision Making Constraints Time constraints
Time to organize/coordinate Production blocking
Evaluation apprehension Belief that other team members are silently
evaluating you Conformity to peer pressure
Suppressing opinions that oppose team norms Groupthink
Tendency in highly cohesive teams to value consensus at the price of decision quality
Concept is losing favor -- need to consider specific features instead (e.g. overconfidence)
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General Guidelines for Team Decisions
Team norms should encourage critical thinking
Sufficient team diversity Ensure neither leader nor any
member dominates Maintain optimal team size Introduce effective team structures
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Constructive Conflict
Occurs when team members debate their different perceptions about an issue in a way that keeps the conflict focused on the task rather than people.
Problem: constructive conflict easily slides into personal attacks
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Rules of Brainstorming
1. Speak freely
2. Don’t criticize
3. Provide as many ideas as possible
4. Build on others’ ideas
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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
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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
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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
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Describeproblem
IndividualActivity
TeamActivity
IndividualActivity
Write downpossiblesolutions
Possiblesolutionsdescribedto others
Vote onsolutionspresented
Nominal Group Technique