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Groups and Teams: Collaboration and Conflict. MGMT 550, Spring 2000 Maggie Kolkena. Agenda. Groups and Teams Types of Teams Development Great Groups Collaboration Problem Solving Decision Making Conflict. Inputs. Design Components. Outputs. Group Effectiveness

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groups and teams collaboration and conflict

Groups and Teams:Collaboration and Conflict

MGMT 550, Spring 2000

Maggie Kolkena

agenda
Agenda
  • Groups and Teams
    • Types of Teams
    • Development
  • Great Groups
  • Collaboration
    • Problem Solving
    • Decision Making
  • Conflict
slide3

Inputs

Design Components

Outputs

Group Effectiveness

e.g. quality decisions, team cohesiveness

Organization Design

Task Structure

Performance Norms

Composition

Interpersonal Relations

Cummings and Worley Diagnostic Model

group or team
Group or Team?

Common Purpose

TEAM

Shared Accountability

Interdependence

types of teams
Types of Teams

High Specialization

Track team

Accounting department

Football team

Surgical team

Low Interdependence

High Interdependence

Golf team

Telemarketing team

Volleyball team

Customer service office

Low Specialization

tuckman model
Tuckman Model

Performing

Norming

Storming

Forming

group dynamics task and process
Group Dynamics: Task and Process
  • Types of Behaviors
    • Task
    • Process
    • Self-Serving
performance of great groups
Performance of Great Groups
  • All great groups have a strong leader
  • Full of talented people who can work together
  • Think they’re on a mission from God
  • See themselves as winning underdogs
  • Optimistic, not realistic
  • Right person has the right job
  • Leaders give them what they need and free them from the rest
  • Great groups ship

Adapted from Organizing Genius, Warren Bennis

group dynamics task and processes
Group Dynamics:Task and Processes
  • Group Roles
  • Problem Solving
  • Decision Making
group roles
Group Roles
  • Task Behaviors
  • Process Behaviors
  • Self-Serving Behaviors
problem solving
Standard Problem Solving

ID Problem

Understand Problem

Generate Options

Evaluate Options

Select (Decisions)

Implement

Evaluate

Creative Problem Solving

Diverging

Converging

Problem Solving
decision making

Autocratic

Unanimous

Decision Making

Not all decisions need to be consensus

Democratic

Consensus

conflict thomas killman model

Assertive

Unassertive

Cooperative

Uncooperative

Conflict: Thomas Killman Model

COMPETE

COLLABORATE

COMPROMISE

ISSUE

ACCOMODATE

AVOID

RELATIONSHIP

slide14

Inputs

Design Components

Outputs

Group Effectiveness

e.g. quality decisions, team cohesiveness

Organization Design

Task Structure

Performance Norms

Composition

Interpersonal Relations

Cummings and Worley Diagnostic Model