1. Group Behavior Team & Conflict
Chapter three:
Group Behavior Team & Conflict

2. What benefits does the workplace reap from teams?
Accomplish projects an individual cannot do
Brainstorm
More Solution Options
Detect Flaws in Solutions
Build a Workplace Community
Many projects in the workplace are too large or too complex for one individual to finish alone.
Different people looking at the same problem will find different solutions. A team can review ideas and put together a final solution which incorporates the best individual ideas.
A team looking at different proposed solutions may also find pitfalls that an individual might miss. The final solution is that much stronger.
Members of effective teams can form personal bonds which are good for individual and workplace morale. In the university setting, students on teams may form bonds which extend beyond the classroom.

3. The definition of team
A team is a small group of people with complementary skills committed to a common purpose and set of specific performance goals.
Katzenbach, Jon. The Wisdom of Teams, p.21
A team may be defined as a group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable(p291)

4. Effective Team Principled Leadership Clear External and Goal
Internal Support
Result-driven
Structure
Good
Communication
Competent
Team-members
Collaborative
Unified
commitment

5. Key points about team
True teams are very different from other kinds of work groups( the differences between group and team ,see p292)
Team effectiveness is measured by useful output, not good feelings
Effective teams are skilled at dealing with internal problems such as conflict
Diversity and complementarity of style and expertise make teams stronger
Effective team leaders practice facilitational leadership rather than controlling leadership
Teams benefit from the output of all members
Mutual respect and mutual accountability are the basis of team effectiveness.
Soete, George. eorganizing for a Changing Information World..112

6. Team Norms All ideas are given a fair hearing
Everyone will have an opportunity to contribute information and opinions
Open and honest opinions are welcome
Members are expected to actively listen to one another
Rank does not have its privileges
Parker, Glenn. Cross-Functional Teams. p.116

7. Types of team(P293-298) Problem-solving Teams Self-managed Teams
Cross-functional Teams
Virtual teams

8. Problem-solving teams
Problem-Solving Teams share ideas and suggest improvements to work processes and methods; however, such teams rarely have the authority to implement their suggestions.

9. Self-managed work teams
Self-Managed Work Teams are autonomous, select their own members, and implement and take responsibility for their suggestions.

10. Cross-functional teams
On cross-functional teams, equally ranked employees from different functional areas work together to accomplish a task.

11. Virtual teams
Virtual teams use computer technology to enable physically dispersed team members to achieve a common goal.

12. Creating Teams: A Four-Stage Process(P299)
Stage 1: Pre-work
Stage 2: Creating Performance Conditions
Stage 3: Forming and Building the team
Stage 4: Providing ongoing assistance

13. Tuckman ‘s team model (A model of Team Process1965)
‘Forming’
‘Storming’
‘Norming’
‘Performing’
Forming
Storming
Norming
Performing

14. The Johari Window (A model of Team Working)
Not Known to self
Known to self
The area of
free activity
The blind area
Known to others
The avoided
or hidden areas
Areas of unknown
activity
Not Known to others

15. Provide Training Compensate Team Performance Provide Managerial
Support
How to develop
Successful teams
Promote
Employee
Support
Select
team
members
Promote
Cooperation

16. Internal Issues of Team
Conflict resolution, the ability of team to discuss and resolve differences
Open communication and trust, the degree to which team members feel free to express their views
Parker , Glenn. Cross-Functional Teams, p. 160

17. Conflicts
As the traditional hierarchical organization gives way to group-based structures, conflicts on teams will become more prevalent.
Group Differentiation------Conflicts

18. TYPES OF TEAM CONFLICT
Relationship conflict exists when there are interpersonal incompatibilities among group members which typically includes tension, animosity, and annoyance.
Task conflict exists when there are disagreements among group members about the content of the tasks being performed, including differences in viewpoints, ideas and opinions.

19. TEAM CONFLICT Interpersonal Conflict Task-Based Conflict
1) Routine task
2) Non-Routine task

20. Interpersonal Team Conflict
The limited cognitive processing resulting from relationship conflict reduces the ability group members to assess new information provided by other members
The interpersonal conflict makes members less receptive to the ideas of other group members
The time and energy that should be devoted to working on the task is used to discuss, resolve, or ignore conflicts
Jehn, Karen. Multimethod Examination of the Benefits and Detriments of Intrgroup Conflict? p. 258

21. BENEFITS OF CONFLICT FOR NON-ROUTINE TASKS
Diverse ideas of group members introduce superior alternatives
Critical evaluation facilitated by task conflict
Encourages creativity by focusing on innovative ideas rather than consensus
Increases the understanding of the task by identifying and discussing diverse perspectives
Allows for a more thorough evaluation of criteria needed for sound decision-making

22. Dealing With Team CONFLICT
Team training must include sessions on conflict resolution
Top management as well as functional department managers must be helped to form realistic expectations of the potential outcome of cross-functional teams
In some cases, teams may need expert help in facilitating team processes
Parker , Glenn. Cross-Functional Teams, p. 163.

23. Team structures have the potential to mitigate the negative impacts of group stratification
They draw out the benefit of skills available in all our staff to achieve better outcomes
Valuing and respecting the contributions of all staff, regardless of their employee group, enhances the quality of our decision-making
Conflicts are what we want to push us to creative solutions. It is how we handle these conflicts that is the test.
It is vital that in the training and preparation for teamwork that we include conflict resolution skills
Establish team norms that make conflict work for the organization.
Different types of tasks produce different types of conflict
Since we cannot make conflict go away, we should work with it to maximize its benefits.

24. The problems of Team- Working
Probable problems, such as
Resistance and understanding from workforce
Resistance and understanding from managers
Employees and managers confused by the volume and breadth of change
Problem: Poorly performing teams
Dealing with employees no longer required

25. Problem1 Resistance and understanding from workforce
Possible solutions:
Open communications and Consultation
Clear vision and explanation of business strategy
Genuine and visible commitment from senior managers
Visit other companies with successful team-working

26. Problem2 : Resistance and understanding from managers
Possible solutions:
open communication and consultation
clearly define management roles at all levels
make sure vision and business strategy is clearly understood
provide adequate training in new roles
be honest about any and take action promptly
visit other companies with successful team-working

27. Problem3: Employees and managers confused by the volume and breadth of change
Possible solutions:
explain how all change contribute to vision and overall business strategy
set up steering group to oversee progress and interrelated effects of change
plan and sequence change but be flexible

28. Problem4: Poorly performing teams
Possible solutions:
constant communication of progress and achievements
encourage and act on new ideas
continue to develop self-regulation of teams
make sure that mistakes are not dealt with negatively - encourage risk taking
team building exercises
further training
change team members: benchmark against successful teams
visit other organizations to find ideas for new chances

29. Problem5 : Dealing with employees no longer required
Possible solutions:
retrain
develop long-term strategy to improve employees‘ job mobility
use for other roles – e.g.: training, special projects
early retirement/severance packages with consultation on possible redundancies
where redundancies are unavoidable, ensure selection is fair

30. Questions for Critical Thinking
Define what is meant by a group and identify different types of groups operating within organizations.
Define what teams are and describe the various types of teams that exist in organizations.
Understanding the evidence regarding the effectives of teams in organizations.
Explain the factors responsible for the failure of some teams to operate as effectively as possible and identify steps that can be taken to build successful teams.

31. Case study-A virtual team at T.A. STEARNS
T.A. Stearns is a national tax accounting firm whose main business is tax preparation services for individuals. Stearns’ superior reputation is based on the high quality of its advice and the excellence of its service. Key to the achievement of its reputation is the state-of-the-art computer data-bases and analysis tools that its people use when counseling clients. These programs were developed by highly trained individuals.
The programs that these individual produce are highly technical, both in terms of the tax laws they cover and the code in which they are written. Perfecting them requires high levels of programming skill as well as the ability to understand the law. New laws and interpretations of existing laws have to be integrated quickly and flawlessly into the existing regulations and analysis tools.
… …

32. Questions Why is this group a team?
Has anyone in this case acted unethically?
What, if any, characteristics of groupthink are manifested in the work team?
Has Dave been an effective team leader? Explain your position.
What should Dave do now?