Professional Documents
Culture Documents
Groups of two or more people Exist to fulfill a purpose Interdependent -- interact and influence each other Mutually accountable for achieving common goals
8-2
Departmental teams
8-3
Informal Groups
Groups that exist primarily for the benefit of their members Reasons why informal groups exist:
1. Innate drive to bond
2. Social identity -- we define ourselves by group
8-4
Disadvantages
Individuals better/faster on some tasks Process losses - cost of developing and
8-6
8-7
Organization/Team Environment
Reward systems Communication systems Organizational structure Organizational leadership Physical space
8-8
8-9
Sequential
Resource
Pooled Low
A B C
8-10
Team Size
differences require less time to develop more member involvement, thus higher commitment
8-11
8-12
Team Composition
Effective team members must be willing and able to work on the team Effective team members possess specific competencies (5 Cs)
8-13
8-14
Team members have with diverse knowledge, skills, perspectives, values, etc. Advantages
better for creatively solving complex problems broader knowledge base better representation of teams constituents
Disadvantages
take longer to become a high-performing team more susceptible to faultlines increased risk of dysfunctional conflict
8-15
Norming
Storming
Forming
Adjourning
8-16
8-17
Team Roles
A set of behaviors that people are expected to perform Some formally assigned; others informally Informal role assignment occurs during team development and is related to personal characteristics
8-18
Team Building
Formal activities intended to improve the teams development and functioning Types of Team Building
Clarify teams performance goals
8-19
Team Norms
Informal rules and shared expectations team establishes to regulate member behaviors Norms develop through:
Initial team experiences Critical events in teams history Experience/values members bring to the team
8-20
State desired norms when forming teams Select members with preferred values Discuss counter-productive norms Reward behaviors representing desired norms
8-21
Team Cohesion
The degree of attraction people feel toward the team and their motivation to remain members Both cognitive and emotional process Related to the team members social identity
8-22
Team size
Member interaction
Regular interaction increases cohesion Calls for tasks with high interdependence
8-23
Team success
Successful teams fulfillmember needs Success increases social identity with team
External challenges
8-24
Motivated to remain members Willing to share information Strong interpersonal bonds Resolve conflict effectively Better interpersonal relationships
8-25
Trust Defined
Positive expectations one person has of another person in situations involving risk
8-27
Identification-based Trust
Knowledge-based Trust
Calculus-based Trust
Low
8-28
Cross-functional work groups organized around work processes, that complete an entire piece of work requiring several interdependent tasks, and that have substantial autonomy over the execution of those tasks.
8-29
Responsible for entire work process High interdependence within the team Low interdependence with other teams Autonomy to organize and coordinate work Technology supports team communication/coordination
8-30
Virtual Teams
Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks
Increasingly possible because of: - Information technologies - Knowledge-based work Increasingly necessary because of: - Organizational learning - Globalization
8-31
Member characteristics
Technology savvy
Self-leadership skills Emotional intelligence
8-32
Time constraints
Time to organize/coordinate Production blocking
Evaluation apprehension
Belief that others are silently evaluating you
Groupthink
Tendency in highly cohesive teams to value consensus
at the price of decision quality Concept losing favor -- consider more specific features
8-33
Team norms should encourage critical thinking Sufficient team diversity Ensure neither leader nor any member dominates Maintain optimal team size Introduce effective team structures
8-34
Constructive Conflict
People focus their discussion on the issue while maintaining respectfulness for others having different points of view. Problem: constructive conflict easily slides into personal attacks
8-35
Rules of Brainstorming
1.
Speak freely
2.
3.
Dont criticize
Provide as many ideas as possible
4.
8-36
Evaluating Brainstorming
Strengths
Produces more creative ideas
Less evaluation apprehension when team supports
a learning orientation Strengthens decision acceptance and team cohesiveness Sharing positive emotions encourages creativity
Weaknesses
Production blocking still exists Evaluation apprehension exists in many groups
8-37
Electronic Brainstorming
Relies on networked computers to submit and share creative ideas Strengths -- more creative ideas, minimal production blocking, evaluation apprehension, or conformity problems Limitations -- too structured and technologybound
8-38
Individual Activity
Individual Activity
Describe problem
8-39