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Group Dynamics and Teamwork. February 28, 2012 MGMT 4000, Class 6. A good definition…. A small group of people….. with complementary skills…. who are committed to a common purpose, goals, and approach…. for which they hold themselves mutually accountable .

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Group dynamics and teamwork

Group Dynamics and Teamwork

February 28, 2012

MGMT 4000, Class 6

Harvard University


A good definition
A good definition…..

A small group of people…..

with complementary skills….

who are committed to a common purpose, goals, and approach….

for which they hold themselves mutually accountable.

  • From Katzenbach and Smith “Wisdom of Teams”

    What are the differences between a working group and a team?


Stages of a team
Stages of a Team

Forming

Storming

Adjourning

Tuckman Model

Performing

Norming

Harvard University


Stages of a team1
Stages of a Team

Harvard University


Five dysfunctions of a team patrick lencioni
Five Dysfunctions of a Team, Patrick Lencioni

Results

Accountability

Commitment

Conflict

Trust

Harvard University


Clarity communication rigor
Clarity - Communication - Rigor

Decision-Making

Modeling

Achieving Results

Developing Talent


Partner discussion
Partner Discussion

Think about the best team you’ve ever been on (work, school, sport, volunteer, etc)

  • What were the characteristics that made it great?

    Think about the worst team you’ve ever been on

  • What made it ineffective?


Team effectiveness defined
Team Effectiveness Defined

  • The team’s output (at least) meets the standards of quality, quantity, etc. of the clients

  • The team is operating in ways that make it better as a performing unit over time

  • On balance, the team contributes to (more than it undermines) the learning and well-being of individual members


Condition 0 a real team
“Condition 0” A Real Team

  • Bounded

  • Stable

  • Interdependent for a common purpose


Four essential conditions for team effectiveness
Four Essential Conditions for Team Effectiveness

1. Clear, engaging direction

2. Enabling team structure

3. Supportive organizational context

4. Available, expert, coaching


1 clear engaging direction
1. Clear, Engaging Direction

Ends specified?

yes

no

Wasted

human

resources

De-

motivation

yes

Means specified?

Engaged,

goal-directed

work

Chaos and wasted effort

no


2 enabling team structure
2. Enabling Team Structure

  • Appropriate team composition

  • A motivating team task

  • Core norms of conduct


3 supportive organizational context
3. Supportive Organizational Context

  • Rewards for excellent team performance

  • An information system that provides to the team the data it needs to plan its work

  • Available training and education, including in teamwork skills

  • Basic material resources


4 available expert coaching
4. Available, Expert Coaching

  • Motivational coaching, aimed at enhancing team-level effort

  • Educational coaching, aimed at helping the team learn from its work

  • Consultative coaching, aimed at helping the team plan, evaluate, and execute its work strategy


Direction structure context process
DirectionStructureContext-----> Process

Consequential

Clear

Challenging

Effort

Strategy

Talent

  • Motivating team task

  • Core norms

  • Composition

  • Rewards

  • Information system

  • Education system


Team deliverable
Team Deliverable

  • 15 minute presentation

  • 5 minute Q & A

  • Team Evaluation

Harvard University


Team discussion
Team Discussion

  • Discuss and determine:

    • How you will communicate?

    • How you will make decisions?

    • How will you hold one another accountable?

    • How will you evaluate team member contribution/team performance?

    • Name for your team?

  • Report Outs

Harvard University


References
References

  • Katzenbach, Jon and Douglas Smith, The Wisdom of Teams, HarperBusiness, 1994.

  • Lencioni, Patrick, The Five Dysfunctions of a Team, Jossey-Bass.

  • http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm

Harvard University


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