Leadership and Team Building

Sustainable Competitive Advantage (Porter) Conventional Wisdom: Industries with barriers to entry low power among suppliers & customers few ready substitutes large market share

Sustainable Competitive Advantage: Unconventional Reality Southwest Airlines (21,000%) Wal-Mart (19,000%) Tyson Foods (18,000%) Circuit City (16,000%) Plenum Publishing (16,000%)

Characteristics of Industries and Firms Industries with massive competition few barriers widespread losses no unique technology many substitutes Firms that were never market share leaders in any of the 25 years explicitly compete through the management of their workforce

Why This Type of Competitive Advantage is Sustainable Systems and cultures are not concrete nor readily visible System dynamics are complex and hard to replicate across contexts Interaction between people and systems is even more complex and impossible to replicate People cannot be cloned

Why Teams and Why Now?: Conventional Wisdom Changes in competitive landscape…. faster & more responsive smaller & less administrative intensity substitution of technology for low skill labor technological enhancements for high skill labor globalization of labor and product markets result in changes in coordination patterns

Changes in Coordination Patterns Centralization Functionally-based departmentation Formalization and Standardization Decentralization Divisional or Project- based departmentation Mutual adjustment Environment Changes Environment Changes Coordination Patterns Change Coordination Patterns Change

Implications for Managerial Skills and Careers Key Managerial Skills knowledge-based technical specialty teamwork and negotiation skills recognition and referral skills reputation and relationship management Key Aspects of Managerial Careers not organizationally controlled; do-it-yourself project-based, serial and cellular in nature

Why Teams and Why Now?: Unconventional Wisdom Evolutionary history: Human history (1/10 of 1%) Evolutionary psychology: Hunter-Gatherers Implications for cooperative behavior: Survivor? Implications for work teams Pleistocene Age (2 Million Years) 2000

Language of Evolutionary Psychology Adaptive Problems (e.g., cooperation) Functional Analysis and Specialization cheat detection equity calculations (the four letter “f” word) Evolutionarily Unanticipated Problems diet and exercise physiological responses to stress large volumes of written material occupational integration of men and women cross-cultural teams

If this is so natural, why is it so difficult? Individualism v. Collectivism Acquisition v. Retention Empowerment v. Coordination Cohesiveness v. Diversity

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Achieving Competitive Advantage Through Teams Performance Adaptability Retention Performance Adaptability Retention Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Purpose of Management 808 Expose you to existing theories and data regarding these issues Give you a unique, hands-on experience building and leading a work team Synthesize existing theories and your own experience to develop your skills in the areas of team building and leadership Improve the relative standing of the Broad School on this dimension

Broad School Survey Results: Rankings Against Competitors Pre-MBA 808: How satisfied are you with: value derived from teamwork (4%) fellow students teamwork skills (5%) Post-MBA 808: How satisfied are you with: value derived from teamwork (84%) fellow students teamwork skills (86%) GMAT Presentation Wall Street Journal Citation

Management 808 Themes People are a source of sustainable competitive advantage People can best be understood from an evolutionary psychological perspective Our understanding of people is best enhanced via the formulation and testing of explicit theories stated in advance (as opposed to “common sense”) Our understanding of people is best communicated via true stories, legends and myths

Course Structure Content team task analysis selection & placement motivation decision making managing conflict learning & adapting dyadic relationships leadership Process lectures readings cases exercises living case

Overview of Team Leadership Structuring Tasks Structuring Tasks Selecting Members Selecting Members Focusing Energy Focusing Energy Directing Energy Directing Energy Creating Energy Creating Energy Strengthening Relationships Strengthening Relationships Learning & Adapting Learning & Adapting Leadership: Timing and Processes Team Design Team Design Team Dynamics Team Dynamics Team Development Team Development

Determination of Course Grade Individual Learning of Course Content Lectures Readings Team Performance on Simulation Development Plan Based on 360-feedback Course and TeamLab Web Page

MSU’s Team Effectiveness Research Laboratory History Goals Your Role the task the workforce the rules of engagement your evaluation

The A2C2 Project Michigan State University Michigan State University Aptima/ AlphaTech Aptima/ AlphaTech Naval Academy/ War College Naval Academy/ War College Carnegie Mellon University Carnegie Mellon University