1. TEAM DEVELOPMENT, TEAM TRAINING
Joining Together: Group Theory and Group Skills
11th Edition
David W. Johnson
Frank P. Johnson

2. Chapter Thirteen: Objectives
Understand The Nature Of Teams
Understand The Different Types Of Teams
Understand The Impact Of Organizational Context On Team Functioning
Understand How To Form, Structure, Nurture, And Build Teams
Understand How To Assess The Quality Of Taskwork And Teamwork
Understand The Nature Of Total Quality Management
Understand How To Deal With Problem Behaviors In Teams
Refine Skills In Being A Productive Team Member

3. What Is A Team?
Team is a set of interpersonal interactions structured to achieve established goals
Team consists of two or more individuals who
Are aware of their positive interdependence as they strive to achieve mutual goals,
Interact while they do so,
Are aware of who is and is not a team member
Have specific roles or functions to perform
Have a limited life span of membership

4. Team Vs. Working Group Team: High Interdependence Mutual Goals
Role Differentiation And Integration
Joint Efforts Required
Working Group: Low Interdependence
Individual Goals For Each Member
No Role Differentiation
Each Member Can Achieve Goal Alone

5. Types Of Teams Setting: Work Learning Sports How They Are Used:
Problem Solving Teams
Special Purpose Teams
Self-Managing Teams
What They Do:
Recommend
Make Or Do
Run, In Charge

6. Electronically Linked Teams
Benefits:
Communication Is Asynchronous
Communication Is Fast
Participation Is Equalized, Less Affected By Prestige And Status
Participants Feel Freer To Speak Their Minds, Throw Out New Ideas, Disagree With Someone In A Higher Position
Ability To Link With Other Teams, Offices, Locations
Shortcomings:
Relies On Plain Text
Text Is Ephemeral, Quickly Deleted Without Consideration
Participants Less Constrained, Influenced By Conventional Norms
Anonymity Results In Less Individuality, Empathy, Guilt, Concern
Lacks Richness Of Face-To-Face Interaction
Subject To security Issues And Technical Downtime

7. Research On Teams Johnson & Johnson (1992)
Working In Cooperative Teams Resulted In Higher Individual Productivity And Achievement Than Did Working Alone, Competitively Or Individualistically
Working In Cooperative Teams Resulted In Higher Group Productivity Than Did Working In Teams With Competitive Or Individualistic Structures
Freeberg & Rock (1987): Cooperation Among Members Important Influence On Team Productivity
Qin, Johnson, & Johnson (1995): Members Of Cooperative Teams Outperformed Individuals Working Competitively Or Individualistically

8. Organizational Context
Mass-Production Structure: Reduce Costs Of Making Large Quantities Of Same Products
Authority Hierarchy
Divide Work Into Small Component Parts
Individuals Work Separately From Others, Low Interdependence
Individuals Compete With Co-Workers, Low Social Support
Emphasizes Personal Motivation And Responsibility
Team-Based Structure: Continuous Improvement Of Quality Of Products
Individuals Work As Part Of Teams, High Social Support
Small Groups Create Whole Product, High Interdependence
Hierarchy Of Teams Or “Families”
Emphasizes Group Goals, Leadership, Group Responsibility

9. Organizational Development
Organization Is A Set Of Interpersonal Relationships Structured To Achieve Established Goals.
Organizational Development Is Use Of Diagnosis And Intervention Procedures To Promote Effective Interpersonal, Group, And Intergroup Behavior Within The Organization
Organizational Effectiveness Is The Extent To Which The Organization Achieves Its Goals With The Use Of Minimal Resources
Achieving Organization’s Goals
Maintaining Effective Working Relationships Among Members
Adapting To External Environment

10. Action Research Model Diagnose Current Organizational Functioning
Build Normative Theory
Measure Current Functioning
Analyze Data
Give Feedback To Relevant Members
Discuss And Plan How To Improve
Implement Action Plan
Re-Diagnose

11. Team Building
Analyzing work procedures and activities to improve team productivity, quality of relationships, level of social skills, and team adaptability
Aimed at increasing long-term team effectiveness
Based on action research model

12. Forming The Team Keep Size Of Teams Small
Select Members On Basis Of Expertise And Skills
Provide Resources

13. Establishing The Team
Redefine Mission Into Specific Team Goals (Positive Interdependence)
Establish Individual and Team Accountability
Build Team Commitment
Provide Training in Task and Team Skills
Promote Group Processing
Conduct Administrative Tasks
Frequent Meetings Where Members Promote Each Other’s Success
Structure First Meetings Carefully
Establish Clear Rules Of Conduct
Expose Team To New Facts And Information

14. Building Team Commitment
Top Management Gives Team Task
Team Redefines Task Into Mutual Goals
Mutual Goals Are Translated Into Specific Performance Goals That:
Define Work Products
Facilitate Clear Communication And Constructive Conflict Resolution
Measure Progress
Level Power And Status
Allow Group To Achieve Short-Term Goals
Provide Compelling Symbols Of Accomplishment
Accountability:
Individual
Team

15. Assessing Quality Of Work
Flowchart
Cause-And-Effect Diagram
Check Sheet
Pareto Chart
Run Chart
Scatter Diagram
Histogram

16. Using Teams For Training
Enhances Achievement Through Oral Rehearsal And Discussion
Members Provide Each Other With Feedback
Members Encourage And Motivate Each Other
Promotes Attitude Development
Changes Self-Identity

17. Total Quality Management
TQM: Use Of Teams To Improve Continuously The Processes By Which The Product Or Service Is Produced
Continuous Improvement:
Involve Everyone In Search For Incremental Improvements
Provide Training, Resources, Authority To Identify And Solve Problems
Set High-Performance Target And Measure Results
Focus Visions On Needs Of Customer

18. Deming’s Principles Create Constancy Of Purpose
Adopt The New Philosophies Of Quality And Improvement
Cease Dependence On Mass Inspection
End Awarding Business On Price Tag Alone
Improve Constantly Systems Of Work
Institute On-The-Job Training
Institute Leadership
Drive Out Fear
Break Down Barriers Between Areas
Eliminate Slogans
Eliminate Numerical Quotas
Remove Barriers To Pride Of Workmanship
Institute Vigorous Program Of Education And Self-Improvement
Take Action To Accomplish Transformation

19. Continuous Improvement Procedure
Form Teams
Select A Process For Improvement
Define The Process Clearly
Develop A Design For Gathering Information About the Process to Analyze Its Effectiveness
Generate An Improvement Plan
Institutionalize Changes That Work

20. Dealing With Problem Behaviors
Passive Uninvolvement
Active Uninvolvement
Independence
Taking Charge

21. Summary
A team is a set of interpersonal interactions structured to achieve established goals
Teams are more effective than Individuals working by themselves
Differences between a mass-production organization and a team-based high-performance organization
Team effectiveness can be ensured by focusing on team development
Total Quality management fosters continuous improvement
Teamwork problems can be solved