1. Team Dynamics

2. Coming together is a beginning; Keeping together is progress; Working together is a success.

3. What types of groups/teams have you belonged to?
Class group projects
Groups whose members share an common recreational interest or hobby
Student organizations
Other
What made this experience rewarding?
What made this experience challenging?
Take a moment to jot down the answers to these questions

4. Definition of a team Common identity 4 Collective norms 1 2 3
Two or more
Freely interacting
individuals 3
Collective goals
Collective
norms 2
A group is defined as two or more freely interacting people with shared norms and goals and a common identity.

5. Value of Teams Why do individuals join groups?
Why do organizations form groups?
Why do individuals join groups?
Satisfy the individual’s need for affiliation, enhances a sense of power and control
Enhances one’s self-esteem and sense of belonging
Provides guidance in solving social and interpersonal problems
Why do organizations form groups?
Enhances ability of stakeholders to contribute as individuals as well as enhancing ability of team to funtion as a team
Sharing skills; responsibility; work load

6. Formal teams Fulfill Organizational Functions
Accomplish complex, independent tasks beyond the capabilities of individuals
Generate new or creative ideas or solutions
Coordinate interdependent efforts
Provide a problem-solving mechanism for complex problems
Implement complex decisions
Socialize and train newcomers
A formal group is formed by the organization whereas an informal group is formed by friends or those with common interests.

7. Tuckman’s Five-Stage Theory of Team Development
Performing
Norming
Adjourning
Storming
Return to Independence
Forming
Dependence/ interdependence
Stages include:
1) Forming: Although the team may appear cohesive, there is underlying ambivalence and concern about the unknown task, members, and leader. The team relies on the leader to make sense for them and provide direction by articulating the goals.
(2) Storming: during this stage team members attempt to define their roles and responsibilities and how they will work together. Conflicts and resistance often occur and the leader can be helpful by guiding role clarification and definition and helping members resolve conflicts.
(3) Norming: Team members have a realistic understanding of the task, each other, and the leader. Norms are established and energy and enthusiasm is displayed.
4) Performing: Productive stage when the team begins to see significant payoffs from their shared history and the work norms they have developed.
5) Adjourning: Team members must make the transition from becoming part of a cohesive team to enlarging their network and sharing their knowledge gained from the team experience.
Independence

8. Roles Defined Role expected behaviors for a given position
Project Leader
Trade offs
responsibilities
For example, What is the role of a team leader?
Ensure expectations are clearly understood, help resolve conflicts, provide vision and goals for group, encourage positive performance
Has ultimate responsibility and accountability for a project’s success or failure.
Leaders job to define and achieve customers’ expectations related to quality, cost, and schedule through effective use of available resources.
Tradeoffs involved: juggling time, cost, and performance
Devil’s advocate is an example of a role that may be assigned or could emerge as the group works together. This person will try to question assumptions being made to ensure that the group makes the best decision. Often teams or groups will rotate this role because they know how important it is but they don’t want one person to continually be perceived as argumentative.
Finally, part of the role expectations for a business developer may be to make initial contacts with potential customers or clients, present the positive aspects of the product or service, and finalize the transaction.
Does the business developer actually do the work he or she is selling? Typically not but this is where some problems can come in because if the delivery of the product or service is not meeting the customer’s expectations, they may go to their initial contact whose role is limited in terms of solving the problem.
This brings us to a discussion of potential issues with roles… go to next slide.

9. Leadership skills Establishing direction Aligning people
Motivating and inspiring
Establishing direction – developing both a vision of the future and strategies for producing the changes needed to achieve that vision
Principles for effective project leadership:
Be proactive 3. begin with the end in mind 5. seek first to understand; then to be understood
Put first things first 4. think win/win 6. seek synergies; team adds more value then number of its members
Aligning people – communicating vision by words and deeds to all those whose cooperation may be needed to achieve that vision
Motivating & Inspiring – helping people energize themselves to overcome political, bureaucratic, and resource barriers to change
High- quality tech skills politcal sensitivity – balance of power betw projects & functional units
Strong problem oritentation strong goal orientation – no clock watchers
High self-esteem - don’t hide failures; acknowledge when you need help
Leadership skills

10. Project leader’s responsibilities
Assesses/manages risk
Reports to upper mgmt as appropriate
Sets & communicates schedules
Manages budgets
Manages team development & conflict
Key customer interface
Project leader’s responsibilities

11. Developing Superior Work Teams
Leadership
Focused on development and performance
Initiator
Model
Coach
Results
Maximum ruse of teams human resources
Superior outputs against all odds
Continuous improvement
Informal Processes
Communicating and contacting
Responding and adapting
Influencing and improving
Appreciate and celebrating
Feeling
Inclusion
Commitment
Loyalty
Pride
Trust
Kinlaw

12. Results Build on every team members strength
Create an environment where innovation thrives
Team mentality
Superior work teams make superior companies
Results

13. Team Process Communicating and Contacting Respond and Adapt
Talk to the customer
Respond and Adapt
Recognize change as an opportunity not a threat
Influence and Improve
Ask everyone
Written and oral, listening and speaking
Internal
Within project by , etc
Formal and informal reporting
Vertical and horizontal (with peers)
Team Process

14. Team Cohesiveness Interactions Common attitudes and goals
More frequent interactions
Common attitudes and goals
Greater similarity in attitudes and values
Super ordinate goal
Overall common goal everyone believes in
A common enemy
Competitive company, product, or service
Success in achieving goals
Number of successes achieved
Team Cohesiveness

15. Building the Tower Silently
Goal
To explore nonverbal communication
To stretch critical thinking and perceptual skills
To challenge a group’s ability to work together to complete a task
Building the Tower Silently

16. Any Questions!