Understanding Groups and Managing Teams Professor: Zvi Aronson

Groups and Teams A group or team has two or more individuals, interacting and interdependent, who come together to achieve particular objectives A group and team can be formal or informal A (good) team (not a group) generates positive synergy through coordinated effort.

Individual versus Group/Team Decision Making More efficient Speed No meetings No discussions Clear accountability Consistent values Group/Team More effective More information and knowledge Diversity of views Higher-quality decisions Increased acceptance

Effect of Culture on Social Loafing In the collectivistic cultures of China and Israel, people performed better as part of a group than alone In the United States, people performed better alone than in groups (i.e., social loafing occurred) Perform alone Perform in groups Standardized Performance Measure Peoples Republic of China Israel United States

When Are Groups/Teams Not the Answer? Teamwork takes more time and often more resources than does individual work Teams require managers to communicate more, manage conflicts, and run meetings The benefits of using teams need to exceed the costs Teamwork takes more time and often more resources than does individual work. Teams require managers to communicate more, manage conflicts, and run meetings. So, the benefits of using teams need to exceed the costs. And that’s not always the case! In the rush to use teams, some managers have introduced them into situations in which it would have been better to have individuals do the work.

Synergy The whole is greater than the sum of the parts. Synergy + + =

Types of Work Groups/Teams Command Groups – Groups that are determined by the org chart and report to a specific manager Task Groups – Groups brought together to perform a specific task. Usually temporary, and disband when task is complete. Problem-Solving Teams - A team from the same department or functional area that’s involved in efforts to improve work activities or to solve specific problems EX – Customer Service Teams When work teams first became popular, most were problem-solving teams, which are teams from the same department or functional area involved in efforts to improve work activities or to solve specific problems. Members share ideas or offer suggestions on how work processes and methods can be improved. A self-managed work team is a formal group of employees who operate without a manager and are responsible for a complete work process or segment. A self-managed team is responsible for getting the work done and for managing themselves

Types of Teams (cont.) Self-Managed Work Team - A type of work team that operates without a manager and is responsible for a complete work process or segment Cross-Functional Team -Teams made up of individuals from various departments and that cross traditional departmental lines Virtual Team - A type of work team that uses technology to link physically dispersed members in order to achieve a common goal The third type of team is the cross-functional team, which we introduced in Chapter 5 and defined as a work team composed of individuals from various specialties. Many organizations use cross-functional teams. The final type of team is the virtual team, which is a team that uses technology to link physically dispersed members in order to achieve a common goal. For instance, a virtual team at Boeing-Rocketdyne played a pivotal role in developing a radically new product.

Stages of Team Development Synergy happens here Performing Norming ? Storming ? ? Forming Adjourning

An Example: Louisville and the kevin ware injury

Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. Much research has been done on what it is that makes a team effective. Out of these efforts, we now have a fairly focused model identifying those characteristics. Exhibit 9-6 summarizes what we currently know about what makes a team effective Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. 9-20

Social Loafing Amount of Individual Group Performance High Low The more people working on a group task, the smaller the contribution made by any one member of the group will be One person working alone Small group Large group

Does Group Size Affect Behavior? Large Groups are good for gaining diverse input Small Groups Are typically faster at implementation Better for building relationships Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually The size of a group affects that group’s behavior. However, that effect depends on what criteria you’re looking at. The evidence indicates, for instance, that small groups complete tasks faster than larger ones. However, if a group is engaged in problem solving, large groups consistently get better marks than their smaller counterparts. Groups of approximately five to seven members tend to act more effectively

Team Conformity Why does conformity occur? Informational influence: We depend on others for reliable information about true states of the world; if others disagree, maybe we’re missing something important Normative influence: We fear social disapproval Conformity is the most common problem among decision-making groups Show Conformity and Dissent video and Candid Camera video here.

Examples of Cards Used in Asch Study B C

Groupthink: The Result of Extreme Conformity Pressure A concurrence-seeking tendency among cohesive group members that features over-optimism, closed-mindedness and pressures to conform and that leads to failed decisions Overestimation of group’s power/morality: Illusion of invulnerability, unquestioned belief in group’s morality Closed-mindedness: Collective efforts to rationalize, stereotyped view of outgroup leaders Pressures toward uniformity: Self-censorship of deviations, illusion of unanimity, direct pressure to conform or be silent, self-appointed “mindguards” Show “12 Angry Men” video here. Suppress counter-arguments that could have prevented “predictable surprises”

Avoiding Groupthink and Conformity Leaders should assign each member the role of “critical evaluator”. This allows each member to freely air objections and doubts. Higher-ups should not express an opinion when assigning a task to a group. The organization should set up several independent groups, working on the same problem. All effective alternatives should be examined. Each member should discuss the group's ideas with trusted people outside of the group. The group should invite outside experts into meetings. Group members should be allowed to discuss with and question the outside experts. At least one group member should be assigned the role of Devil’s advocate, and that person should be different at each meeting.

According to the book, “The 5 Dysfunctions of Teams” Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST Source: Lencioni, P., 2003. “The 5 Dysfunctions of Teams”, New York: Josey Bass.

Take the 5 Dysfunction Test… I distributed the assessment, and had then polled them on what their top dysfunction is which I then tallied and recorded on the board. We had an interesting discussion about the results and its impact on things like team performance on the debates.

Members of teams with an absence of trust… Dysfunction 1: Absence of Trust …………………………………………………………............................................ Members of teams with an absence of trust… Conceal their weaknesses and mistakes from one another Hesitate to ask for help or provide constructive feedback Hesitate to offer help outside their own areas of responsibility Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them Fail to recognize and tap into one another’s skills and experiences Waste time and energy managing their behaviors for effect Hold grudges Dread meetings and find reasons to avoid spending time together

Members of trusting teams… Dysfunction 1: Absence of Trust …………………………………………………………............................................ Members of trusting teams… Admit weaknesses and mistakes Ask for help Accept questions and input about their areas of responsibility Give one another the benefit of the doubt before arriving at a negative conclusion Take risks in offering feedback and assistance Appreciate and tap into one another’s skills and experiences Focus time and energy on important issues, not politics Offer and accept apologies without hesitation Look forward to meetings and other opportunities to work as a group

Suggestions for Overcoming Dysfunction 1 Dysfunction 1: Absence of Trust …………………………………………………………............................................ Suggestions for Overcoming Dysfunction 1 Personal Histories Exercise Team Effectiveness Exercise Personality Behavioral Preference Profiles 360-Degree Feedback Experiential Team Exercises

Teams that fear conflict… Dysfunction 2: Fear of Conflict …………………………………………………………............................................ Teams that fear conflict… Have boring meetings Create environments where back-channel politics and personal attacks thrive Ignore controversial topics that are critical to team success Fail to tap into all the opinions and perspectives of team members Waste time and energy with posturing and interpersonal risk management

Teams that engage in conflict… Dysfunction 2: Fear of Conflict …………………………………………………………............................................ Teams that engage in conflict… Have lively, interesting meetings Extract and exploit the ideas of all team members Solve real problems quickly Minimize politics Put critical topics on the table for discussion

Suggestions for Overcoming Dysfunction 2 Dysfunction 2: Fear of Conflict …………………………………………………………............................................ Suggestions for Overcoming Dysfunction 2 Mining Devil’s Advocacy Real-Time Permission Other Tools (e.g., conflict management style assessment)

A team that fails to commit… Dysfunction 3: Lack of Commitment …………………………………………………………............................................ A team that fails to commit… Creates ambiguity among the team about direction and priorities Watches windows of opportunity close due to excessive analysis and unnecessary delay Breeds lack of confidence and fear of failure Revisits discussions and decisions again and again Encourages second-guessing among team members

Dysfunction 3: Lack of Commitment …………………………………………………………............................................ A team that commits… Creates clarity around direction and priorities Aligns the entire team around common objectives Develops an ability to learn from mistakes Takes advantage of opportunities before competitors do Moves forward without hesitation Changes direction without hesitation or guilt

Suggestions for Overcoming Dysfunction 3 Dysfunction 3: Lack of Commitment …………………………………………………………............................................ Suggestions for Overcoming Dysfunction 3 Cascading Messaging Deadlines Contingency and Worst-Case Scenario Analysis Low-Risk Exposure Therapy

A team that avoids accountability… Dysfunction 4: Avoidance of Accountability …………………………………………………………............................................ A team that avoids accountability… Creates resentment among team members who have different standards of performance Encourages mediocrity Misses deadlines and key deliverables Places an undue burden on the team leader as the sole source of discipline

A team that holds one another accountable… Dysfunction 4: Avoidance of Accountability …………………………………………………………............................................ A team that holds one another accountable… Ensures that poor performers feel pressure to improve Identifies potential problems quickly by questioning one another’s approaches without hesitation Establishes respect among team members who are held to the same high standards Avoids excessive bureaucracy around performance management and corrective action

Suggestions for Overcoming Dysfunction 4 Dysfunction 4: Avoidance of Accountability …………………………………………………………............................................ Suggestions for Overcoming Dysfunction 4 Publication of Goals and Standards, including who needs to deliver what and how everyone must behave in order to succeed. Simple and Regular Progress Reviews that include honest direct feedback Team Rewards

A team that is not focused on results… Dysfunction 5: Inattention To Results …………………………………………………………............................................ A team that is not focused on results… Stagnates/fails to grow Rarely defeats competitors Loses achievement-oriented employees Encourages team members to focus on their own careers and individual goals Is easily distracted

A team that focuses on collective results… Dysfunction 5: Inattention To Results …………………………………………………………............................................ A team that focuses on collective results… Retains achievement-oriented employees Minimizes individualistic behavior Enjoys success and suffers failure acutely Benefits from individuals who subjugate their own goals/interests for the good of the team Avoids distractions

Suggestions for Overcoming Dysfunction 5 Dysfunction 5: Inattention To Results …………………………………………………………............................................ Suggestions for Overcoming Dysfunction 5 Public Declaration of Commitment to Results Results-Based Rewards

Avoiding Dysfunctional Roles Social loafers (aka, Jokers/Avoiders) Aggressors Blockers Dominators Recognition Seekers