Work Teams

The Need for Teams Increased amount of information and specialization More educated workforce Need for new approach to management Increased rate of change in environment and jobs

Types of Teams Larson and La Fasto (1989) Problem-solving teams Creative teams Tactical teams Ad hoc team

Challenges of Working in Groups Social Loafing Free Riding Extreme Decisions Groupthink Destructive Conflict Lack of Proximity (virtual teams)

Staffing Effective Teams Ability-based selection Gain group acceptance Increase group cohesion Be aware of the group consciousness Share the group identification Impression management Personality-based selection Extraversion (influence) Conscientiousness (performance) Agreeableness (interpersonal skills) General mental ability

Managing Key Team Processes Shared Mental Models Similarity in how team members understand and try to solve problems Decision Making Team informity Staff validity Member sensitivity Interpersonal Processes

Elements of Group Structure Norms - implicit or explicit rules that regulate the behavior of group members. Prescriptive - tell members how to behave. Proscriptive - tell members how NOT to behave. Cohesiveness - “forces” that bind group members together Task Cohesion Interpersonal cohesion

Elements of Group Structure Goals - a desired state of affairs Direct and motivate group effort Provide a vision of what the group could/should be Aid in solving group conflict Used to evaluate effectiveness of group processes/procedures Latham & Baldes (1975) Roles - differentiation of function within groups. Task-oriented roles - focus on getting the group’s job done. Relations-oriented roles - focus on reducing interpersonal friction and maintaining good relationships within the group.

Distributed Actions Theory of Leadership Goal-oriented Actions (Task) Information and Opinion Giver Information and Opinion Seeker Direction and Role Definer Summarizer Energizer Comprehension Checker

Distributed Actions Theory of Leadership Relationship-oriented Actions (Maintenance) Participation Encourager Communication Facilitator Tension Reliever Process Observer Interpersonal Problem Solver Supporter and Praiser

Stages of Group Development Stage 5 Adjourning - Groups disband and focus on closure. Stage 4 Performing - Group focuses on accomplishing task Stage 3 Norming - Members develop shared expectations about group member’s behavior. Stage 2 Storming - Members struggle for leadership, confront the issue of how much individuality to relinquish to belong to group. Stage 1 Forming - Members focus on each other, being accepted, learning more about the group.

Characteristics of Effective Work Teams Informal, relaxed atmosphere Lot of “on-task” discussion (all members participate) Well-defined tasks or objectives Group members listen to one another There IS disagreement Criticism is frequent, frank, comfortable and constructive Ideas and feelings are freely expressed Clear assignments are made and accepted Group leadership shifts to members from time to time The group is aware of how it is operating From Douglas McGregor, The Human Side of Enterprise, pp. 232-235. Copyright © 1960

Guidelines for Effective Groups Establish clear, operational, relevant group goals Establish effective two-way communication Ensure that leadership and participation are distributed among all group members Ensure power is distributed and influence tactics vary to fit the situation Ensure decisions are made using the appropriate method Encourage structured controversies to facilitate creativity Ensure conflict of interests are addressed and resolved constructively Adapted from Johnson, D.W. & Johnson, F. P. (2000) Joining Together: Group Theory and Group Skills , p. 13