Why Teams?. Teams Outperform individuals acting alone or in groups Outperform individuals acting...
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Transcript of Why Teams?. Teams Outperform individuals acting alone or in groups Outperform individuals acting...
Why Teams?Why Teams?
TeamsTeams
Outperform individuals acting Outperform individuals acting alone or in groupsalone or in groups
Often necessary to lead deep Often necessary to lead deep and lasting organizational and lasting organizational changechange
DefinitionDefinition
A team is a small number of A team is a small number of people with complementary skills people with complementary skills who are committed to a common who are committed to a common purpose, set of performance purpose, set of performance goals, and approach for which goals, and approach for which they hold themselves mutually they hold themselves mutually accountableaccountable
Katzenbach and Smith, 1993Katzenbach and Smith, 1993
TeamworkTeamwork
Represents a set of values that Represents a set of values that encourage listening and responding encourage listening and responding constructively to views expressed by constructively to views expressed by others, giving others the benefit of the others, giving others the benefit of the doubt, providing support, and doubt, providing support, and recognizing the interests and recognizing the interests and achievementsachievements
Requires both individual and mutual Requires both individual and mutual accountabilityaccountability
Results:Results:
Collective Work ProductsCollective Work Products
What two or more members What two or more members must work on togethermust work on together
– Reflects the joint, real Reflects the joint, real contribution of team members.contribution of team members.
Groups vs. TeamsGroups vs. TeamsGroupsGroups TeamsTeams
MembersMembers IndependentIndependent InterdependeInterdependentnt
GoalsGoals Individual/Individual/groupgroup
MutualMutual
Cognizance Cognizance of of membershipmembership
Individual may Individual may not knownot know
Individuals Individuals knowknow
LeadershipLeadership Identified n=1Identified n=1 SharedShared
ProductsProducts IndividualIndividual CollectiveCollective
RewardReward IndividualIndividual CollectiveCollective
ConflictConflict ReactiveReactive ExpectedExpected
Essential Elements Essential Elements of Teamsof Teams
1.1. StructureStructure2.2. Administrative leadershipAdministrative leadership3.3. Shared valuesShared values4.4. Positive interpersonal Positive interpersonal
relationshipsrelationships5.5. Teamwork skillsTeamwork skills6.6. Measure progress (or lack of)Measure progress (or lack of)
• Process and outcomeProcess and outcome
Stages of Team Stages of Team DevelopmentDevelopment
FormingForming– AcquaintanceAcquaintance
StormingStorming– Trial and error; group indecisionTrial and error; group indecision
NormingNorming– Critical change and resolutionCritical change and resolution– Commitment to teamworkCommitment to teamwork
PerformingPerforming– Team maintenance Team maintenance – Recognize interrelationshipsRecognize interrelationships
Advantage/DisadvantageAdvantage/Disadvantage
Potential for superior Potential for superior work products work products
Teams offer more Teams offer more room for growthroom for growth
Builds organizational Builds organizational commitment and commitment and unityunity
Powerful tool for Powerful tool for leading changeleading change
Require more Require more time,energy, time,energy, disciplinediscipline
Not for everyoneNot for everyone
Members must pull Members must pull their own weighttheir own weight
Resistance or Resistance or resentment for resentment for not honoring not honoring hierarchical hierarchical structurestructure
Working as teams:Working as teams:
An opportunity to experience An opportunity to experience teamwork firsthandteamwork firsthand
The Team Process:The Team Process:
Helping to create high Helping to create high or “or “higherhigher” ”
performing teamsperforming teams
Differences Between Differences Between Teams and CommitteesTeams and Committees
Leadership is sharedLeadership is shared– Team leaders provide organization Team leaders provide organization
and facilitationand facilitation– Other team members assume leader Other team members assume leader
role as appropriaterole as appropriate
Teams use of the Teams use of the consensus consensus modelmodel for decision making for decision making
Consensus is a Process for Consensus is a Process for Group Decision-MakingGroup Decision-Making
A method by which an entire A method by which an entire group (team) of people can come group (team) of people can come to agreement to agreement
Input and ideas of all participants Input and ideas of all participants synthesized to arrive at a final synthesized to arrive at a final decision acceptable to alldecision acceptable to all
Through the Through the Consensus ProcessConsensus Process
Teams:Teams: Work to achieve better solutions Work to achieve better solutions
Work to promote the growth of Work to promote the growth of community and trustcommunity and trust
Consensus vs. VotingConsensus vs. Voting
Voting is a means by which we Voting is a means by which we choose one alternative from choose one alternative from severalseveral
Consensus is a process of Consensus is a process of synthesizing many diverse synthesizing many diverse elements together elements together
Voting is a Win or Voting is a Win or Lose ModelLose Model
More often concerned with the numbers More often concerned with the numbers it takes to "win" than with the issue itselfit takes to "win" than with the issue itself– Can create “winners” & “losers”Can create “winners” & “losers”– Tends to induce lobbyingTends to induce lobbying– Factions may emergeFactions may emerge
Cause fragmentation of teams Cause fragmentation of teams
Is a Is a quantitativequantitative, rather than , rather than qualitativequalitative, , method of decision-making.method of decision-making.
Through ConsensusThrough Consensus
Team members work through differences Team members work through differences to reach a mutually satisfactory position to reach a mutually satisfactory position (“mutuality”) (“mutuality”)
It’s possible for one person's insights or It’s possible for one person's insights or beliefs to sway the whole group.beliefs to sway the whole group.
Ideas are not lost Ideas are not lost – Every member's input is valued as part of the Every member's input is valued as part of the
solution. solution.
Teams Committed to a Teams Committed to a Consensus ModelConsensus Model
May utilize other forms of decision May utilize other forms of decision making (compromise, majority rules) making (compromise, majority rules) when appropriatewhen appropriate
May use a “straw poll” as a tool to help May use a “straw poll” as a tool to help to identify the degree of disagreement to identify the degree of disagreement
Are not forbidden from votingAre not forbidden from voting Voting may be the best alternative in Voting may be the best alternative in
gridlockgridlock
Consensus Process Works Consensus Process Works Best When Dealing With:Best When Dealing With:
– Issues that bring up a lot of emotionIssues that bring up a lot of emotion
– Issues that concern members’ Issues that concern members’ ethics, politics, or valuesethics, politics, or values
– Other issues where investment and Other issues where investment and stakes are highstakes are high
The degree of investment is often The degree of investment is often expressed with great emotionexpressed with great emotion
Coming to Consensus Coming to Consensus Requires:Requires:
PatiencePatience
The ability to tolerate ambiguityThe ability to tolerate ambiguity
Accepting and working with dissent, Accepting and working with dissent, disagreement, or controversydisagreement, or controversy
Remaining solution focusedRemaining solution focused
RealReal teamwork! teamwork!
Working in GroupsWorking in Groups
Use the Use the EASYEASY approach approach
– ElicitElicit comments or explanations from comments or explanations from othersothers
– AskAsk open-ended questions about the topic open-ended questions about the topic
– StateState the obvious – summarize the obvious – summarize
– YourYour opinion is important, but is not likely opinion is important, but is not likely to be as important as the collective to be as important as the collective wisdom of the groupwisdom of the group
Before you CriticizeBefore you Criticize
Ask: Ask:
– Is the timing right?Is the timing right?
– Is the setting right?Is the setting right?
– Am I the right person to make Am I the right person to make the criticism?the criticism?
When You CriticizeWhen You Criticize
Evaluate the consequences of making Evaluate the consequences of making the criticismthe criticism
Start your statement with “I”Start your statement with “I”
Don’t use the term “always”Don’t use the term “always”
Include your feelingsInclude your feelings
Offer a solutionOffer a solution
Be Solution-FocusedBe Solution-Focused
Criticism alone is too easy and can be Criticism alone is too easy and can be irresponsibleirresponsible
Try to bring a possible solution or be Try to bring a possible solution or be brave enough to admit you have brave enough to admit you have nothing betternothing better
Be willing to compromiseBe willing to compromise
Be prepared to accept responsibilityBe prepared to accept responsibility