Team Dynamics

Teams What is a team? What makes a team effective? What makes a team defective? Why teams? Stages of team/group development

What groups/teams do you belong to?

What are Teams? Groups of two or more people Interact and influence each other Are mutually accountable for achieving common objectives Perceive themselves as a social entity

What makes a team effective Great Groups vs “Not Great” Groups How do we define effective?

Types of Teams Permanent teams –Team-based departments –Self-directed teams Task forces –Temporary teams that investigate a problem Skunkworks –Temporary teams –Formed spontaneously, using borrowed resources, to develop products or solve problems

Virtual Teams Cross-functional teams that operate across space, time and organizational boundaries using electronic technology Increasingly possible because of: –Technology –Knowledge-based work Increasingly necessary because of: –Globalization –Knowledge management –Need for team work

Why Informal Groups Exist Relatedness Needs –Fulfil need for social interaction –Social identity Goal accomplishment Emotional support

Team Effectiveness Model Task characteristics Team size Team composition Team Design Achieve organizational goals Achieve organizational goals Satisfy member needs Satisfy member needs Maintain team survival Maintain team survival TeamEffectiveness Team developmentTeam development Team normsTeam norms Team rolesTeam roles Team cohesivenessTeam cohesiveness Team Processes Organizational and Team Environment Reward systems Reward systems Communication systems Communication systems Physical space Physical space Organizational environment Organizational environment Organizational structure Organizational structure Organizational leadership Organizational leadership

Team Processes: Design Elements Task characteristics –Better when tasks are clear, easy to implement –Task interdependence –Share common inputs, processes, or outcomes Team size –Smaller teams are better –But large enough to accomplish task Team composition –Members motivated/competent to perform task in a team environment –Team diversity

Existing teams might regress back to an earlier stage of development Forming Storming NormingPerforming Adjourning Stages of Team Development

Production Days Units Pressed per Hour Conformity to Team Norms Day 12: Peer pressure begins Day 20: Employee begins working alone Day 1: Employee begins job with team Day 28: Employee has doubled performance

Changing Team Norms 1. Introduce norms when team formed 2. Select members with preferred norms 3. Discuss counterproductive norms 4. Rewards to support desired behaviours 5. Disband the team

TeamCohesiveness MemberSimilarity MemberInteraction TeamSize Somewhat Difficult Entry TeamSuccess ExternalChallenges Causes of Team Cohesiveness

Team Cohesiveness Outcomes Want to remain members Willing to share information Strong interpersonal bonds Want to support each other Resolve conflict effectively More satisfied and experience less stress Members of cohesive teams: J. Major, Ottawa Citizen

Team Norms Support Firm’s Goals Team Norms Oppose Firm’s Goals High Team Cohesiveness Low Team Cohesiveness Cohesiveness and Performance Low Task Performance Moderately High Task Performance Moderately Low Task Performance High Task Performance

The Trouble With Teams Individuals better/faster on some tasks Process losses — cost of developing and maintaining teams Companies don’t support best work environment for team dynamics Social loafing

Conditions for Social Loafing Low task interdependence Individual output not visible Routine, uninteresting tasks Low task significance Low collectivist values

Types of Team Building Role definition Interpersonal process Goal setting Problem solving