Team Dynamics

Coming together is a beginning; Keeping together is progress; Working together is a success.

What types of groups/teams have you belonged to? Class group projects Groups whose members share an common recreational interest or hobby Student organizations Other What made this experience rewarding? What made this experience challenging? Take a moment to jot down the answers to these questions

Definition of a team Common identity 4 Collective norms 1 2 3 Two or more Freely interacting individuals 3 Collective goals Collective norms 2 A group is defined as two or more freely interacting people with shared norms and goals and a common identity.

Value of Teams Why do individuals join groups? Why do organizations form groups? Why do individuals join groups? Satisfy the individual’s need for affiliation, enhances a sense of power and control Enhances one’s self-esteem and sense of belonging Provides guidance in solving social and interpersonal problems Why do organizations form groups? Enhances ability of stakeholders to contribute as individuals as well as enhancing ability of team to funtion as a team Sharing skills; responsibility; work load

Formal teams Fulfill Organizational Functions Accomplish complex, independent tasks beyond the capabilities of individuals Generate new or creative ideas or solutions Coordinate interdependent efforts Provide a problem-solving mechanism for complex problems Implement complex decisions Socialize and train newcomers A formal group is formed by the organization whereas an informal group is formed by friends or those with common interests.

Tuckman’s Five-Stage Theory of Team Development Performing Norming Adjourning Storming Return to Independence Forming Dependence/ interdependence Stages include: 1) Forming: Although the team may appear cohesive, there is underlying ambivalence and concern about the unknown task, members, and leader. The team relies on the leader to make sense for them and provide direction by articulating the goals. (2) Storming: during this stage team members attempt to define their roles and responsibilities and how they will work together. Conflicts and resistance often occur and the leader can be helpful by guiding role clarification and definition and helping members resolve conflicts. (3) Norming: Team members have a realistic understanding of the task, each other, and the leader. Norms are established and energy and enthusiasm is displayed. 4) Performing: Productive stage when the team begins to see significant payoffs from their shared history and the work norms they have developed. 5) Adjourning: Team members must make the transition from becoming part of a cohesive team to enlarging their network and sharing their knowledge gained from the team experience. Independence

Roles Defined Role expected behaviors for a given position Project Leader Trade offs responsibilities For example, What is the role of a team leader? Ensure expectations are clearly understood, help resolve conflicts, provide vision and goals for group, encourage positive performance Has ultimate responsibility and accountability for a project’s success or failure. Leaders job to define and achieve customers’ expectations related to quality, cost, and schedule through effective use of available resources. Tradeoffs involved: juggling time, cost, and performance Devil’s advocate is an example of a role that may be assigned or could emerge as the group works together. This person will try to question assumptions being made to ensure that the group makes the best decision. Often teams or groups will rotate this role because they know how important it is but they don’t want one person to continually be perceived as argumentative. Finally, part of the role expectations for a business developer may be to make initial contacts with potential customers or clients, present the positive aspects of the product or service, and finalize the transaction. Does the business developer actually do the work he or she is selling? Typically not but this is where some problems can come in because if the delivery of the product or service is not meeting the customer’s expectations, they may go to their initial contact whose role is limited in terms of solving the problem. This brings us to a discussion of potential issues with roles… go to next slide.

Leadership skills Establishing direction Aligning people Motivating and inspiring Establishing direction – developing both a vision of the future and strategies for producing the changes needed to achieve that vision Principles for effective project leadership: Be proactive 3. begin with the end in mind 5. seek first to understand; then to be understood Put first things first 4. think win/win 6. seek synergies; team adds more value then number of its members Aligning people – communicating vision by words and deeds to all those whose cooperation may be needed to achieve that vision Motivating & Inspiring – helping people energize themselves to overcome political, bureaucratic, and resource barriers to change High- quality tech skills politcal sensitivity – balance of power betw projects & functional units Strong problem oritentation strong goal orientation – no clock watchers High self-esteem - don’t hide failures; acknowledge when you need help Leadership skills

Project leader’s responsibilities Assesses/manages risk Reports to upper mgmt as appropriate Sets & communicates schedules Manages budgets Manages team development & conflict Key customer interface Project leader’s responsibilities

Developing Superior Work Teams Leadership Focused on development and performance Initiator Model Coach Results Maximum ruse of teams human resources Superior outputs against all odds Continuous improvement Informal Processes Communicating and contacting Responding and adapting Influencing and improving Appreciate and celebrating Feeling Inclusion Commitment Loyalty Pride Trust Kinlaw

Results Build on every team members strength Create an environment where innovation thrives Team mentality Superior work teams make superior companies Results

Team Process Communicating and Contacting Respond and Adapt Talk to the customer Respond and Adapt Recognize change as an opportunity not a threat Influence and Improve Ask everyone Written and oral, listening and speaking Internal Within project by email, etc Formal and informal reporting Vertical and horizontal (with peers) Team Process

Team Cohesiveness Interactions Common attitudes and goals More frequent interactions Common attitudes and goals Greater similarity in attitudes and values Super ordinate goal Overall common goal everyone believes in A common enemy Competitive company, product, or service Success in achieving goals Number of successes achieved Team Cohesiveness

Building the Tower Silently Goal To explore nonverbal communication To stretch critical thinking and perceptual skills To challenge a group’s ability to work together to complete a task Building the Tower Silently

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