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Building THE Team

Building THE Team. 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. Team as a collection of individuals .

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Building THE Team

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  1. Building THE Team

  2. 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

  3. Team as a collection of individuals

  4. Team as a collection of individuals with a shared common vision • Alignment of purpose

  5. 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)

  6. 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

  7. Why Informal Groups Exist • Innate drive to bond • Social identity • We define ourselves by group memberships • Goal accomplishment • Emotional support

  8. Advantages of Teams Compared with individuals working alone, teams tend to: • Make better decisions • Make better products and services due to more knowledge and expertise • Increase employee engagement

  9. 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

  10. 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

  11. Team Effectiveness Model and Components

  12. Team Design Team Effectiveness • Task characteristics • Team size • Team composition • Achieve organizational goals • Satisfy member needs • Maintain team survival Team Processes • Team development • Team norms • Team cohesiveness • Team trust Team Effectiveness Model Organizationaland TeamEnvironment

  13. 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

  14. Resource A B C A B C A B C Levels of Task Interdependence Reciprocal High Sequential Pooled Low

  15. 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

  16. 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

  17. Performing Norming Storming Existing teams might regress back to an earlier stage of development Adjourning Stages of Team Development Forming

  18. 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

  19. 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

  20. 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

  21. Influences on Team Cohesion Membersimilarity • Similarity-attraction effect • Some forms of diversity have less effect Teamsize • Smaller teams more cohesive Memberinteraction • Regular interaction increases cohesion • Calls for tasks with high interdependence

  22. Influences on Team Cohesion (con’t) Somewhat difficult entry • Team eliteness increases cohesion • But lower cohesion with severe initiation Teamsuccess • Successful teams fulfill member needs • Success increases social identity with team External challenges • Challenges increase cohesion when not overwhelming

  23. Team Cohesiveness Outcomes • Want to remain members • Willing to share information • Strong interpersonal bonds • Resolve conflict effectively • Better interpersonal relationships

  24. Cohesiveness and Performance Moderately high task performance High taskperformance Team Norms Support Goals Moderately low task performance Low task performance Team Norms Oppose Goals Low Team Cohesiveness High Team Cohesiveness

  25. Trust Defined A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intent or behavior of another person

  26. Three Levels of Trust High Identity-based Trust Knowledge-based Trust Calculus-based Trust Low

  27. 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

  28. Self-Directed Teams and Virtual Teams

  29. 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

  30. 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

  31. 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

  32. Virtual Team Success Factors • Member characteristics • Technology savvy • Self-leadership skills • Emotional intelligence • Flexible use of communication technologies • Opportunities to meet face-to-face

  33. TeamDecision Making

  34. 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)

  35. 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

  36. 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

  37. Rules of Brainstorming • Speak freely • Don’t criticize • Provide as many ideas as possible • Build on others’ ideas

  38. 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

  39. 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

  40. 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

  41. IndividualActivity IndividualActivity TeamActivity Write down possible solutions Possible solutions described to others Vote on solutions presented Nominal Group Technique Describe problem

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