Work Teams. MOON LANDING SURVIVAL EXERCISE THE SITUATION The year is 2040. You are a member of a...
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Transcript of Work Teams. MOON LANDING SURVIVAL EXERCISE THE SITUATION The year is 2040. You are a member of a...
Work Teams
MOON LANDING SURVIVAL EXERCISETHE SITUATION
The year is 2040. You are a member of a space crew that was to rendezvous with the mother ship on the lighted surface of the moon. You experienced mechanical difficulties and your ship was forced to land about 200 miles from the point you were to be. During re-entry and landing, much of the equipment on your ship was damaged. Your survival depends on you reaching the mother ship. You will need to survey what is left that is useable and determine the most critical undamaged items that you will take for the 200 mile trip.
Your task is to look over the useable, undamaged items left on your ship, and rank them in order of their importance for your crew and their ability to help you reach the mother ship. Rank them starting with 1 for the most important and ending with 15 for the least important.
The Need for Teams
Increased amount of information and specialization
More educated workforce Need for new approach to management
Increased rate of change in environment and jobs
Types of Teams
Larson and La Fasto (1989) Problem-solving teams Creative teams Tactical teams
Ad hoc team
Challenges of Working in Groups
Social Loafing Free Riding Extreme Decisions Groupthink Destructive Conflict Lack of Proximity (virtual teams)
Staffing Effective Teams
Ability-based selection Gain group acceptance Increase group cohesion Be aware of the group consciousness Share the group identification Impression management
Personality-based selection Extraversion (influence) Conscientiousness (performance) Agreeableness (interpersonal skills) General mental ability
Interaction of Personality, Competence, and Self-Esteem
Interaction of Forming and Self-Esteem
-0.8
-0.6
-0.4
-0.2
0
0.2
0.4
Forming No Forming
Forming Conditions
Gro
up
Ad
ded
Val
ue
Best Member Highest
Worst Member Highest
Interaction of Neuroticism, Competence, Forming and Feedback
Groups Where Most Competent Person is More Neurotic than Least Competent Person
-0.8
-0.6
-0.4
-0.2
0
0.2
0.4
0.6
No Forming Forming
Experienced Forming Activity
Gro
up
Ad
ded
Val
ue
No Feedback
Feedback
Interaction of Neuroticism, Competence, Forming and Feedback
Groups Where Most Competent Person is Less Neurotic than Least Competent Person
-0.4
-0.2
0
0.2
0.4
0.6
0.8
No Forming Forming
Experienced Forming Activity
Gro
up
Ad
ded
Val
ue
No Feedback
Feedback
Managing Key Team Processes
Shared Mental Models Similarity in how team members understand
and try to solve problems Decision Making
Team informity Staff validity Member sensitivity
Interpersonal Processes Leadership
LM
M
M
M
M M
M
MM
M
M
M
L
Formal Team LeadershipA.
B.
David V. DaySingapore Management University
LM
M
M
M
M M
M
MM
M
M
M
Formal Team Leadership
Informal Adaptive Team Leadership
David V. DaySingapore Management University
Contextual Factors to Support Team Leadership Development:
Internal(a) Psychological Safety
(b) Learning Orientation
(c) Low Power Distance
Externala) Autonomy
b) Support
c) Leadership Mindset
M
MM
M
M
M
Informal Adaptive Team Leadership
David V. DaySingapore Management University
Contextual Factors to Support Team Leadership Development
INTERNAL
Unsafe to take risks Interpersonally safe
No learning focus Learning focused
Hierarchical/authoritarian Egalitarian
EXTERNAL
Dependent Autonomous
Scarce resources Plentiful resources
Individual leader Collective leadership
David V. DaySingapore Management University
Contextual Factors to Support Team Leadership Development
INTERNAL
Unsafe to take risks Interpersonally safe
No learning focus Learning focused
Hierarchical/authoritarian Egalitarian
EXTERNAL
Dependent Autonomous
Scarce resources Plentiful resources
Individual leader Collective leadership
David V. DaySingapore Management University
Elements of Group Structure
Norms - implicit or explicit rules that regulate the behavior of group members.
Prescriptive - tell members how to behave.
Proscriptive - tell members how NOT to behave.
Cohesiveness - “forces” that bind group members togetherTask CohesionInterpersonal cohesion
Elements of Group Structure
Goal - a desired state of affairsMust be SMART
Must be operational
Must be accepted
Leadership - differentiation of function within groups.
Task-oriented leadership - focus on getting the group’s job done.
Relations-oriented leadership - focus on reducing interpersonal friction and maintaining good relationships within the group.
Distributed Actions Theory of Leadership
Goal-oriented Actions (Task) Information and Opinion Giver Information and Opinion Seeker Direction and Role Definer Summarizer Energizer Comprehension Checker
Distributed Actions Theory of Leadership
Relationship-oriented Actions (Maintenance) Participation Encourager Communication Facilitator Tension Reliever Process Observer Interpersonal Problem Solver Supporter and Praiser
Stages of Group Development
Stage 1 Forming - Members focus on each other, being accepted, learning more about the group.
Stage 5 Adjourning - Groups disband and focus on closure.
Stage 4 Performing - Group focuses on accomplishing task
Stage 3 Norming - Members develop shared expectations aboutgroup member’s behavior.
Stage 2 Storming - Members struggle for leadership, confront the issue of how much individuality to relinquish
to belong to group.
Characteristics of Effective Work Teams
Informal, relaxed atmosphere Lot of “on-task” discussion (all members participate) Well-defined tasks or objectives Group members listen to one another There IS disagreement Criticism is frequent, frank, comfortable and constructive Ideas and feelings are freely expressed Clear assignments are made and accepted Group leadership shifts to members from time to time The group is aware of how it is operating
From Douglas McGregor, The Human Side of Enterprise, pp. 232-235. Copyright © 1960
Guidelines for Effective Groups
Establish clear, operational, relevant group goals
Establish effective two-way communication
Ensure that leadership and participation are distributed among all group members
Ensure power is distributed and influence tactics vary to fit the situation
Ensure decisions are made using the appropriate method
Encourage structured controversies to facilitate creativity
Ensure conflict of interests are addressed and resolved constructively
Adapted from Johnson, D.W. & Johnson, F. P. (2000) Joining Together: Group Theory and Group Skills , p. 13