Working in Teams

Teams vs. Groups: What’s the Difference? Two or more individuals, interacting and interdependent, who have a stable relationship, a common goal, and perceive themselves to be a group Teams Groups that work closely together toward a common objective, and are accountable to one another

Stages of Group Development Stage I: Forming The first stage in group development, characterized by much uncertainty Stage II: Storming The second stage in group development, characterized by intragroup conflict Stage III: Norming The third stage in group development, characterized by close relationships and cohesiveness

Stages of Group Development Stage IV: Performing The fourth stage in group development, when the group is fully functional Stage V: Adjourning The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance

Putting the Five-Stage Model Into Perspective Groups do not necessarily progress clearly through the stages one at a time Groups can sometimes go back to an earlier stage Conflict can sometimes be helpful to the group Context can matter: airline pilots can immediately reach performing stage

The Punctuated-Equilibrium Model First phase The first meeting sets the group’s direction. The first phase of group activity is one of inertia. Transition A transition takes place at the end of the first phase, which occurs exactly when the group has used up half its allotted time. The transition initiates major changes. Second phase A second phase of inertia follows the transition. Last meeting is characterized by markedly accelerated activity

Characteristics of an Effective Team 1. Clear Purpose 2. Informality 3. Participation 4. Listening 5. Civilized disagreement 6. Consensus decisions 7. Open communication 8. Clear rules and work assignments 9. Shared leadership 10. External relations 11. Style diversity 12. Self-assessment

Characteristics of Ineffective Teams Not sharing issues and concerns Overdependence on the leader Failure to carry out decisions Hidden conflict Not resolving conflict Subgroups

A Model of Team Effectiveness Work design • Autonomy Skill variety Task identity Task significance Process Common purpose Specific goals Team efficacy Conflict Social loafing Composition Ability Personality Roles and diversity Size Flexibility Preference for teamwork Context Adequate resources Leadership Performance evaluation and rewards

Abilities Teams need the following skills to perform effectively Technical expertise Problem-solving and decision-making skills Interpersonal skills

Roles in Groups Task-oriented roles Maintenance roles Individual roles Roles performed by group members to ensure that the tasks of the group are accomplished Maintenance roles Roles performed by group members to maintain good relations within the group Individual roles Roles performed by group members that are not productive for keeping the group on task

Roles That Build Task Accomplishment

Roles That Build and Maintain a Team

Group Size Research Evidence Smaller groups faster at completing tasks When problem-solving, larger groups do better

Roles of Team Leaders Creating a real team Setting a clear and meaningful direction Making sure that the structure will support working effectively Ensuring that the team has a supportive organizational environment Providing expert coaching

Dimensions of Trust Integrity Competence Consistency Loyalty Openness Honesty and truthfulness Competence Technical and interpersonal knowledge and skills Consistency Reliability, predictability, and good judgment in handling situations Loyalty Willingness to protect and save face for a person Openness Willingness to share ideas and information freely

Building Trust Demonstrate that you’re working for others’ interests as well as your own. Be a team player. Practice openness. Be fair. Speak your feelings. Show consistency in the basic values that guide your decision making. Maintain confidence. Demonstrate competence.

Advantages and Disadvantages of Diversity Multiple perspectives Greater openness to new ideas Multiple interpretations Increased creativity Increased flexibility Increased problem-solving skills Disadvantages Ambiguity ( Doubtful ) Complexity Confusion Miscommunication Difficulty in reaching a single agreement Difficulty in agreeing on specific actions

Teams and Workforce Diversity Impact of diverse groups Diversity in personality age, gender and experience promotes conflict, which stimulates creativity and idea generation, which leads to improved decision making Cultural diversity in groups initially leads to more difficulty in building cohesion, gaining satisfaction, being productive Problems pass with time (certainly by three months) Culturally diverse groups bring more viewpoints out

Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal. Advantages Can do all the things other teams do, but at a distance Disadvantages Lack paraverbal and nonverbal cues, and have limited social contact

Building Trust on Virtual Teams Start with an electronic “courtship” and provide some personal information Assign clear roles so members can identify with each other Have good attitudes (eagerness, enthusiasm, and intense action orientation) in messages Address feelings of isolation Provide recognition and feedback

Beware! Teams Aren’t Always the Answer Questions to determine whether a team fits the situation: Can the work be done better by more than one person? Does work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? Are members of the group interdependent?

Summary and Implications The introduction of teams into the workplace has greatly influenced employee jobs Factors affecting group performance Norms control group member behavior by establishing standards of right and wrong. Status inequities create frustration and can adversely influence productivity. The impact of size on a group’s performance depends upon the type of task in which the group is engaged. A group’s demographic composition is a key determinant of individual turnover.

Summary and Implications High-performing teams have common characteristics: They contain people with special skills They commit to a common purpose, establish specific goals They have the leadership and structure to provide focus and direction They hold themselves accountable at both the individual and team levels There is high mutual trust among members

Summary and Implications It is difficult to create team players. To do so, managers should: Select individuals with interpersonal skills Provide training to develop teamwork skills Reward individuals for cooperative efforts

Sports Teams as Models Poor Models Good Models Successful teams integrate cooperation and competition Successful teams score early wins Successful teams avoid losing streaks Practice makes perfect Successful teams use halftime breaks Winning teams have a stable membership Successful teams debrief after failures and successes Poor Models All sport teams aren’t alike Work teams are more varied and complex A lot of employees can’t relate to sports metaphors Workteam outcomes aren’t easily defined in terms of wins and losses

Conducting a Team Meeting 12 steps to more efficient and effective meetings: Prepare a meeting agenda Distribute the agenda in advance Consult with participants before the meeting Get participants to go over the agenda Establish specific time parameters Maintain focused discussion Encourage and support participation of all members Maintain a balanced style Encourage the clash of ideas Discourage the clash of personalities Be an effective listener Bring proper closure