1. The Team Concept Chapter 11
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2. The Team Concept Leadership success requires
An understanding of group behavior
The ability to tap the constructive power of teams
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3. Characteristics of Excellent Teams
Clear mission
Informal atmosphere
Lots of discussion
Active listening
Trust and openness
Disagreement is OK
Criticism is issue oriented
Consensus is the norm
Effective leadership
Clarity of assignments
Shared values and norms of behavior
Commitment
Exercise 11–1 can be used to evaluate a group and improve both team spirit and
team effectiveness on the basis of results. By reinforcing strengths and addressing
deficiencies, people can take steps to build and sustain a high-performance group.
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4. Positive vs. Negative Group Member Roles
Success depends on:
The individual and what they choose to do
The example and direction of leaders
Modeling and reinforcing positive versus negative group member roles
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5. Group Roles that Build Performance
Encourager
Clarifier
Harmonizer
Idea generator
Ignition key
Standard setter
Detail specialist
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6. Group Member Roles that Reduce Success
Ego tripper
Negative artist
Above-it-all person
Aggressor
Jokester
Avoider
Power victim
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7. Dealing with Problem Behavior
When an individual disrupts the group, talk it over in a calm and patient way
Report observations uncritically
Point out that you recognize the person wants to be successful, but must take others into account
If the behavior is irritating, report how it made you feel, and how others must feel
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8. Dealing with Problem Behavior
Ask why the person behaves as he does
If the person challenges, philosophizes, defends, or tries to debate your observations, don’t counterattack
Help the person understand that the all-or-nothing approach results in disappointment
Confront the person with facts and consequences of the negative behavior
Let the person know that the behavior is unacceptable and will not be tolerated
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9. Designing Teams for Success
The team approach is being used more and more in organizational settings
Leaders may sponsor 5-8 member teams to work on projects related to organizational success
Areas addressed include strategic planning, new markets, technology, product and service quality, safety, and “work life” issues.

10. A Picture of Your Problem-Solving Style
Figure 11-1
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11. Designing Teams for Success
Figure 11-2
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12. Designing Teams for Success
Charles Darwin problem-solving style
Strengths are observing, recording facts, and identifying alternatives
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13. Designing Teams for Success
Albert Einstein problem-solving style
Moves into the world of theory
Strengths are abstract conceptualization and blue-sky thinking
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14. Designing Teams for Success
Socrates problem-solving style
Applied scientist
Strengths are enjoys coordinating and problem-solving activities.
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15. Designing Teams for Success
Henry Ford problem-solving style
Problem-solving cycle never ends
Strengths are achieving results
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16. Designing Teams for Success
Versatile style of problem-solving
Comfortable with each step of the problem-solving cycle
Does not have structural strengths and weaknesses
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17. Problem-Solving Points
All problem-solving involves four steps:
Having experiences
Reflecting on results
Building theories
Taking action
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18. Problem-Solving Points
Multiple styles of problem-solving are possible
Tolerance of differences is required
Most people have difficulty changing their styles
An organization needs all four styles of problem-solving
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19. Leader as Team Builder Effective leaders: Value teamwork as virtue
Demonstrate this by their own efforts as team builders and champions of the group
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20. Hiring and Developing Winners
Leaders must:
Recruit and develop team members
Commit to excellence and model this ideal
Hire the best and develop the rest
Consider the interests of all
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21. Creating a High-Performance Team
Show enthusiasm
Make timely decisions
Promote open-mindedness, innovation, and creativity
Admit mistakes and uncertainties, model honesty
Be flexible in using tactics and strategies
Have persistence and lasting power
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22. Creating a High-Performance Team
Give credit to others for accomplishments
Keep people informed about progress and problems
Keep promises and follow through on commitments
Train for success
Put others first and self last
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23. Characteristics of Successful Team
A clear, elevating goal
A results-driven structure
Competent team members
Unified commitment
A collaborative climate
Standards of excellence
External support and recognition
Principled leadership
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24. Virtual Teams Virtual teams:
Operate across space, time, and organizational boundaries
Are linked through information technologies
Work best with structured tasks requiring moderate levels of task interdependence
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25. Stages in the Life of a Group
Figure 11-8
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26. Stage I-Forming
The group is formed, but its purpose and member’s expectations are unclear
Characterized by caution and tentative steps to test the water.
Individuals try to determine acceptable behavior and the nature of the group’s task, as well as how to deal with each other to get work done
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27. Stage II-Storming
Individuals react to what has been done, question authority, and feel comfortable being themselves
Characterized by conflict and resistance to the group’s task and structure
Members learn to deal with differences to work together to meet the group’s goals.
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28. Stage III-Norming Norms of behavior are developed
Greater degree of order begins to prevail and a sense of group cohesion develops
Members now identify with the group and develop customary ways for resolving conflict, making decisions, and completing assignments
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29. Stage IV-Performing This is the payoff stage in the life of a group
People are able to focus their energies on the task, having worked through issues of membership, purpose, structure, and roles.
Group is now focused on solving problems and completing tasks
Members take initiative, and their efforts emphasize results.
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30. Avoiding Groupthink Groupthink
A mode of thinking that people engage in when they are deeply involved in a cohesive group
It occurs when members’ striving for unanimity overrides their motivation to realistically appraise alternative courses of action
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31. Avoiding Groupthink Additional contributing factors:
Highly insulated group with restricted access to external information
Stressful decision-making context
Groupthink is the result of a trilogy of:
Group cohesiveness
Isolation
Stress
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32. Symptoms of Groupthink
Illusion of Invulnerability
Belief in the inherent morality of the group
Rationalization
Stereotypes of out-groups
Self-censorship
Direct pressure
Mindguards
Illusion of unanimity
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33. Techniques to Avoid Groupthink
Assign the role of critical evaluator to all members
Adopt an impartial stance to encourage open discussion
Set up outside evaluators to work on the same policy question
Have one member play devil’s advocate
Hold a “second chance” meeting to rethink the issue
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34. Team-Building Interventions and Techniques
Team building can be enhanced by experiential strategies and activities
Off-site workshops are increasingly popular
Adventure and challenge experiences can be effective
To develop and sustain team effectiveness:
Meet in a conducive environment, free of interruptions, and discuss the issues
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35. Team-Building Interventions and Techniques
Questions to ask:
Where have we been?
Where are we now?
What is our purpose or mission ?
What should our goals be?
What are our values?
What are our stakeholders?
What should be our strategy?
What are the critical factors that define success?
How should we work together to fulfill our potential?
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36. Appreciative Inquiry Discovery Dreaming Designing Delivering
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37. The Role of the Leader in the Team Concept
Five team processes enhance success:
Buy-in
Accountability
Learning
Infrastructure
Partnering
1. Buy-in—how the work of the team is legitimized and goals are set.
2. Accountability—how individual and team performance is managed and rewarded.
3. Learning—how performance is improved and skills developed.
4. Infrastructure—how the work of the team is systemized and resources accessed.
5. Partnering—how people interact and work together to achieve success on the
team and across organizational units.

38. The Role of the Leader in the Team Concept
Leadership is a key factor in all five team processes
Teams are successful when the leader facilitates the work of the group
The most effective team leaders are caring individuals who have:
A passion for the work
A concern for people
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39. The Role of the Leader in the Team Concept
For optimum results, leaders should:
Coordinate the group
Advocate for the team
Access needed resources and processes
Ensure that results are supported by, and meaningful to, the organization
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40. Dysfunctions Lethal for Team Success
Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Inattention to results
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