Professional Documents
Culture Documents
Clifford F. Gray
Eric W. Larson
Third Edition
Chapter 11
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High-Performing
High-Performing Teams
Teams
Synergy
1 + 1 + 1 =10 (positive synergy)
1 + 1 + 1 =2 (negative synergy)
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The
The Five-Stage
Five-Stage Team
Team Development
Development Model
Model
FIGURE 11.1
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Conditions
Conditions Favorable
Favorable to
to the
the Development
Development
of
of High
High Performance
Performance Project
Project Teams
Teams
Ten or fewer team members
Voluntary team membership
Continuous service on the
team
Full-time assignment to the
team
An organization culture of
cooperation and trust
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The
The Punctuated
Punctuated Equilibrium
Equilibrium Model
Model
of
of Group
Group Development
Development
FIGURE 11.2
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Creating
Creating aa High-Performance
High-Performance Project
Project Team
Team
FIGURE 11.3
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Building
Building High-Performance
High-Performance Project
Project Teams
Teams
Recruiting Project Members
Factors affecting recruiting
Importance of the project
Management structure used to complete the project
How to recruit?
Ask for volunteers
Who to recruit?
Problem-solving ability
Availability
Technological expertise
Credibility
Political connections
Ambition, initiative, and energy
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Project
Project Team
Team Meetings
Meetings
Managing
Managing
Subsequent
Subsequent
Meetings
Meetings
Relationship
Relationship
Decisions
Decisions
Establishing
Establishing
Ground
GroundRules
Rules
Conducting
Conducting
Project
Project
Meetings
Meetings
Managing
Managing
Change
Change
Decisions
Decisions
Planning
Planning
Decisions
Decisions
Tracking
Tracking
Decisions
Decisions
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Establishing
Establishing aa Team
Team Identity
Identity
Effective
EffectiveUse
Use
of
ofMeetings
Meetings
Co-location
Co-locationof
of
team
teammembers
members
Creation
Creationof
ofproject
project
team
teamname
name
Team
Teamrituals
rituals
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Requirements
Requirements for
for an
an Effective
Effective Shared
Shared Vision
Vision
FIGURE 11.4
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Managing
Managing Project
Project Reward
Reward Systems
Systems
Group Rewards
Who gets what as an individual reward?
How to make the reward have lasting significance?
How to recognize individual performance?
Letters of commendation
Public recognition for outstanding work
Desirable job assignments
Increased personal flexibility
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Orchestrating
Orchestrating the
the Decision-Making
Decision-Making Process
Process
Problem Identification
Generating Alternatives
Reaching a Decision
Follow-up
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Managing
Managing Conflict
Conflict within
within the
the Project
Project Team
Team
Encouraging Functional Conflict
Encourage dissent by asking tough questions.
Bring in people with different points of view.
Designate someone to be a devils advocate.
Ask the team to consider an unthinkable alternative
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Conflict
Conflict Intensity
Intensity Over
Over the
the Project
Project Life
Life Cycle
Cycle
FIGURE 11.5
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Rejuvenating
Rejuvenating the
the Project
Project Team
Team
Informal Techniques
Institute new rituals.
Take an off-site break as a team from the project.
View an inspiration message or movie.
Have the project sponsor give a pep talk.
Formal Techniques
Hold a team building session facilitated by an outsider
to clarify ownership issues affecting performance.
Engage in an outside activity that provides an intense
common experience to promote social development of
the team.
Copyright 2006 The McGraw-Hill
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Managing
Managing Virtual
Virtual Project
Project Teams
Teams
Challenges:
Developing trust
Exchange of social information.
Set clear roles for each team member.
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24-Hour
24-Hour
Global
GlobalClock
Clock
FIGURE 11.6
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Project
Project Team
Team Pitfalls
Pitfalls
Groupthink
Groupthink
Bureaucratic
Bureaucratic
Bypass
BypassSyndrome
Syndrome
Going
GoingNative
Native
Team
TeamSpirit
SpiritBecomes
Becomes
Team
TeamInfatuation
Infatuation
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Key
Key Terms
Terms
Brainstorming
Dysfunctional conflict
Functional conflict
Groupthink
Nominal group technique (NGT)
Positive synergy
Project kickoff meeting
Project vision
Team building
Team rituals
Virtual project team
Copyright 2006 The McGraw-Hill
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