Practical Events Management Lecture Eight: Teams and Teambuilding

Lecture Overview Groups Groups Influence Influence Formation Formation Teamwork Teamwork Team Characteristics Team Characteristics Team Roles Team Roles Work Roles Work Roles Leadership Leadership Conflict Management Conflict Management

Groups in Organisations Defining yourself Defining yourself Secondary groups Secondary groups Primary groups Primary groups

Group Influence Sense of identity Sense of identity Structure Structure Norms and expectations Norms and expectations Pressure to conform Pressure to conform Sense of security Sense of security Mutual support Mutual support Unification Unification Shared knowledge Shared knowledge (Lashley & Lee-Ross, 2003)

Group Formation Personal attraction Personal attraction Group activities Group activities Group goals Group goals Security and social affiliation Security and social affiliation Status and self esteem Status and self esteem Power Power (Wood, 1994)

Teamwork “Teams are special. They evolve from groups who have learned to work together skilfully” (Honey, 1998:161) “Members identify and fully use one another’s resources and facilitate their mutual interdependence toward more effective problem solving and task accomplishment” (Reddy & Jamieson, 1998:77)

Characteristics of Teams Taking care of ourselves Taking care of ourselves Taking care of each other Taking care of each other Taking care of facilities, equipment and supplies Taking care of facilities, equipment and supplies Having balance in our lives Having balance in our lives Giving the other person the benefit of the doubt Giving the other person the benefit of the doubt Bringing our best to each situation Bringing our best to each situation Putting the other person first Putting the other person first Thinking ‘we’ and supporting other group members Thinking ‘we’ and supporting other group members Melding our goals with the group’s goals Melding our goals with the group’s goals Appreciating the strengths, diversity and limitations each person brings to the team Appreciating the strengths, diversity and limitations each person brings to the team (Jordan, 1999)

Leadership Approaches Directive Directive Consultative Consultative Participative Participative

Defining Conflict A process in which an effort is purposely made by A to offset the efforts of B by some form of blocking that will result in frustrating B in attaining his or her goals or furthering his or her interests” (Robbins, 1998:168)

Views of Conflict The Traditional view (1930s and 1940s) The Traditional view (1930s and 1940s) The Human Relations view (1940s to 1970s) The Human Relations view (1940s to 1970s) The Interactionist view (present) The Interactionist view (present)

Causes of Conflict Competition for limited resources Competition for limited resources Differences in objectives Differences in objectives Misunderstandings Misunderstandings Personality clashes Personality clashes Poor performance Poor performance Lack of cooperation Lack of cooperation Disagreements over methods Disagreements over methods Disputes over areas of responsibility or authority Disputes over areas of responsibility or authority Failure to comply with rules or policies Failure to comply with rules or policies Communications breakdowns Communications breakdowns

The Conflict Process Stage One Stage One Potential opposition Potential opposition Stage Two Stage Two Cognition and personalisation Cognition and personalisation Stage Three Stage Three Behaviour Behaviour Stage Four Stage Four Outcomes Outcomes

Managing Conflict Competition – when quick, decisive action is required Competition – when quick, decisive action is required Collaboration – to find an integrative solution Collaboration – to find an integrative solution Avoidance – when issues are trivial Avoidance – when issues are trivial Accommodation – when you are wrong Accommodation – when you are wrong Compromise – when goals are important but want to avoid disruption Compromise – when goals are important but want to avoid disruption