Chapter 11

Developing and Leading Effective Teams

Group V : Elisabeth M Mulyadi Rery Indra K Ronggo S

Learning Objectives

1. Explain how a work group becomes a team

2. Identify and describe four types of work teams

3. Explain the model of effective work teams, and specify the two criteria of team effectiveness

4. Identify five teamwork competencies team members need to possess

5. Discuss why teams fail

Learning Objectives

6. List at least four things managers can do to build trust

7. Distinguish two types of group cohesiveness, and summarize cohesiveness research findings

8. Define virtual teams and self-managed teams

9. Describe high-performance teams and discuss team leadership

Teams

Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach

Work Group becomes a Team

1) Leadership becomes a shared activity

2) Accountability shifts from strictly individual to both individual and collective

3) The group develops its own purpose or mission

4) Problem solving becomes a way of life, not a part-time activity

5) Effectiveness is measured by the group’s collective outcomes and products

Types of Work Teams

Effective Work Teams

Teamwork Competencies

Orients Team to Problem-solving Situation

Organizes and Manages Team Performance

Promotes a Positive Team Environment

Facilitates and Manages Task Conflict

Appropriately Promotes Perspective

Characteristics of Effective Teamwork

Why Work Teams Fail

Effective Teamwork Requires:

Cooperation rather than competition

◦ Within teams

◦ Among teams within organizations

Trust reciprocal faith in others’ intentions and behavior

Cohesiveness a sense of “we-ness”, strength of team members’ desires to remain a part of the team

Interpersonal Trust Involves a Cognitive Leap

Firsthand knowledge of other person’s reliability and

integrity

Distrust Trust

Cognitive leap

Faith in the other person’s good intentions

Assumption that other person will behave as desired

What can you do to build trust?

Cohesiveness

A sense of “we-ness” helps the group stick together

Socio-emotional cohesiveness

◦ Sense of togetherness based on emotional satisfaction

Instrumental cohesiveness

◦ Sense of togetherness based on mutual dependency needed to get the job done

Enhancing Cohesiveness

Teams in Action: Basic Distinctions

How to Manage Virtual Teams

Establish regular times for group interaction

Set up firm rules for communication

Use visual forms of communication where possible

Emulate the attributes of co-located teams

Give and receive feedback and offer assistance on a regular basis

Agree on standard technology so all team members can work together easily

How to Manage Virtual Teams

Consider using 360-degree feedback to better understand and evaluate team members

Provide a virtual meeting room via intranet, web site, or bulletin board

Note which employees effectively use e-mail to build team rapport

Smooth the way for an employee’s next assignment if membership on the team, or the team itself is not permanent

Be available to employees, but don’t wait for them to seek you out

Encourage informal, off-line conversations between team members

Ways to Empower Self-Managed Teams

Attributes of High Performance Teams

1) Participative leadership

2) Shared responsibility

3) Aligned on purpose

4) High communication

5) Future focused

6) Focused on task

7) Creative talents

8) Rapid response

Self-Management Leadership Behaviors

1) Encourages self-reinforcement

2) Encourages self-observation/evaluation

3) Encourages self-expectations

4) Encourages self-goal-setting

5) Encourages rehearsal

6) Encourages self-criticism

Recent Research on Trust

Schweitzer, Hershey, and Bradlow (2006) – conducted laboratory study and found…..

◦ When trust is broken by untrustworthy actions, it can be restored through consistent trustworthy actions

◦ A promise to act in a trustworthy way helps facilitate the regaining of trust

◦ Deception does serious long-term damage to trust and makes it very difficult to restore, even when followed by trustworthy actions

How to Build Trust

What can you do to build trust?

◦ Communicate

◦ Support

◦ Respect

◦ Fair

◦ Predictable

◦ Competent

Groups & Teams Team - Small group with

complementary skills who hold themselves mutually accountable for common purpose, goals, and approach

Group - two or more freely interacting individuals, collective norms, collective goals, common identity

Groups Vs. Teams

Group Team

Goal Share information Collective performance

Synergy Neutral (sometimes negative)

Positive

Accountability Individual Individual and mutual

Skills Random and Varied Complementary

A Winning Team

Tennessee Volunteers win NCAA Women’s Basketball Title – April 2007

Source: Summitt, Vols on Top again, Patrick, D. USA Today 4/4/07 pp. 1C-2C

Panel Urges Focus on Teamwork

0

5

10

15

20

25

30

35

40

45

Teamwork Critical Thinking Oral/Written

Communication

Employers

Recent Graduates

Tips for Working on Virtual Teams

Meet face-to-face to start a project and for major milestones

Assume positive intent

◦ If an e-mail's tone sounds off-putting, withhold judgment until you learn more or talk to them directly via phone

Engage in positive predictable behavior

◦ Honor commitments, attend meetings on time, don’t send terse emails

Tips for Working on Virtual Teams

Respect

◦ Ensure everyone feel they have a voice on the team.

Be in the moment

◦ Pay attention to the meeting you are in – no cell phones, checking e-mail, etc.

Contribution

◦ Everyone should be clear what they should do to contribute to the team’s goals.

Which Teams are More Productive?

Small Teams Big Teams

82% 16%

Decide by Consensus One Strong Decision-Maker

81% 17%

People Differ from One Another People are Similar to One Another

48% 47%

Leaders Building Trust

Give people reasons to trust one another instead of reasons to watch their backs

Refuse to reward successes that are built on untrusting behavior

Display trust and trustworthiness in their own actions; personally and on company’s behalf

Building Trust in Traditional & Virtual Teams

Nonwork-related communication

Reduction of task and technological uncertainty

Team members who demonstrate initiative

Team leaders who communicate in a predictable manner

Timely and meaningful response to problems and issues

Positive and enthusiastic leadership

Ability to shift focus from procedures to tasks

Crises handled as “business as usual”

Thank You

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