ch08 teamwork and team performance

8/13/2019 Ch08 Teamwork and Team Performance

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How can we create high performance

teams?

How can team processes be improved?

How can team communications be

improved?

How can team decisions be improved?

Copyright 2012 John Wiley & Sons, Inc.


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Characteristics of High Performance Teams

Set a clearand challengingdirection.

Believe in the goals and motivatedto work hard to

accomplish them. Turn a general sense of purposeinto specific objectives.

Set standards for measuring resultsand obtain feedback.

Members have the right mixof technical, problem-solving

and interpersonal skills.



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Team Building

Collaborative way to gather and analyze

data about the teams work. The goal is

improved teamwork and increased team

effectiveness.



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Step 1:Problem oropportunity

in teameffectiveness

Step 2:

Datagathering

and analysis

Step 3:Planning for

teamimprovement

Step 4:Actions toimprove

teamfunctioning

Step 5:Evaluation ofresults


TeamworkParticipation by all

members


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7/40Copyright 2012 John Wiley & Sons, Inc.

New members may worry about:

Participation

Goals

Control

Relationships

Processes



Tough

Battler Acts

aggressive

Seeksauthority

Friendly

Helper Acts

insecure

Tries to behelpful

Objective

Thinker Acts

reflective

Wantsclear goals



Distributed leadership

Sharing of responsibility for meeting group task and

maintenance needs.

Task activities Various things members and leaders do that directly

contribute to the performance of important group tasks.

Maintenance activities

Support the social and interpersonal relationships among

team members.


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Disruptive behaviors:

Bullying and being overly aggressive toward

other members.

Withdrawing and refusing to cooperate with

others.

Using the group as a forum for self-confession.

Talking too much about irrelevant matters.

Trying to compete for attention and recognition.



Role

Set of expectations associated with a job or position

on a team.

.Role ambiguity

Occurs when a person is

uncertain about his or herrole and what is expected.



Role overload

Occurs when too much is expected of the

individual.

Role underload

Occurs when too little is expected of theindividual.


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Role negotiation

Process for discussing and agreeing upon

what team members expect of one another.

Team members meet to discuss, clarify, and

agree on their individual role expectations

each holds for the other.



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Positive rolemodel

Set aside time todiscuss goals

and norms

Select memberswho can and willlive up to desired

norms

Reward andpositively

reinforce desiredbehaviors

Leaders can

Influence

Norms


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Inter-team dynamics

The relationships between groups

cooperating and competing with one

another.



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To assure high performance, team

interaction patterns and communication

networks must be aligned withinteraction patterns and team tasks.

Centralized

Decentralized

Restrictive



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Decentralized communication network

Members communicate directly, as needed,

and share information with one another.



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Restrictedcommunication network

Subgroups disagree with one anothers

positions.

Poor communication is characteristic of this

type of situation.



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Proxemics involves use of space as people

interact.

Architects and consultants that specialize in office

design help executives create spaces conducive to

intense communication and teamwork needed in

todays work environment.

Design of office space, and the size and availability

of meeting rooms can positively impact the

effectiveness of team communication.


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Virtual communication networks

Technology provide numerous

resources for real time

communication.

Empowers team members to be in

constant electronic contact with one

another or a central database.

Online team building activities are

critically important to high qualityresults.



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What innovations in electronic

communication do you predict in your

working lifetime?



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Teams make decisions by choosing from alternativeactions.

Decision by lack of response

One idea after another is suggested without any

discussion-taking place.

Decision by authority rule

The chairperson, manager, or leader makes a decision for

the team.

Decision by minority rule

Two or three people are able to dominate or railroad

the group into making a decision to which they agree.



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Decision by majority rule

Formal voting usually takes place, or members may be

polled, publicly or confidentially, to find the majority

viewpoint.

Decision by consensus

Discussion leads to one alternative being favored by most

members and the other members agree to support it.

Decision by unanimity

All group members agree totally on the course of

action to be taken.



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Assets and Liabilities of Consensus and Unanimity

Advantages:

More information, knowledge and expertise is applied to solve problem.

Discussion leads to broader understanding of final decision.

Increases acceptance and strengthens commitment of members to follow

through and support decision.

Disadvantages:

Imperfect decisions may result from social pressures to conform to group,

or undue influence of team leader.

Team decisions take more time than individual decisions.



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Groupthink

The tendency of members in highly cohesive

groups to lose their critical evaluative

capabilities.



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Avoidinggroupthink

Leader refrains from announcing any position.

Every team member acts as critical evaluator.

Different sub-groups explore same problems.

Bring in outside experts to evaluateinformation, realism of goals, and plans foraction.

Assign someone to be a devils advocate ateach team meeting. Rotate an appointedteam "devil's advocate" so that no oneparticular person appears to dissent.



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Brainstorming

Used in teams to actively generate as many

ideas and alternatives as possible.

All criticism is ruled out

All ideas are welcomed

Emphasis on creativity and imagination

Quantity is wanted

Building on others ideas or piggy-

backing is encouraged



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Think about how team cohesiveness and

groupthink might be related.

Can cohesiveness ever reduce groupthink?

For example, when there is a cohesive team,

and members are familiar with each other, they

may be less likely to censor their opinions and

more likely to disagree.

Agree or disagree?



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Nominal group technique

Members are asked to respond individually

and in writing to a nominal question.



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Delphi technique

Involves generating decision-making

alternatives through a series of survey

questionnaires.

ch08 teamwork and team performance

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