team dynamics mcshane-olekalns-travaglione ob pacific rim 3e © 2010 the mcgraw-hill companies, inc....
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TeamDynamics
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Teams at Ergon Energy
At Ergon Energy, teamwork is a
critical operational practice for
achieving excellent customer
service. The Queensland
company organises employees
into teams who are led by team
leaders. Teamwork is one of
Ergon’s six core values.
Teamwork is also reinforced
through company rewards.
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What are Teams?
Groups of two or more people
Exist to fulfil a purpose
Interdependent – interact and influence each other
Mutually accountable for achieving common goals
Perceive themselves as a social entity
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Many Types of Teams
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• Departmental teams
• Production/service/ leadership teams
• Self-directed teams
• Advisory teams
• Task force (project) teams
• Skunkworks
• Virtual teams
• Communities of practice
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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 memberships
3. Goal accomplishment
4. Emotional support
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Advantages/Disadvantages of Teams
Advantages1. Make better decisions, products/services2. Better information sharing3. Increase employee motivation/engagement
- Fulfils drive to bond- Closer scrutiny by team members- Team members are benchmarks of comparison
Disadvantages1. Individuals better/faster on some tasks2. Process losses – cost of developing and maintaining
teams3. Social loafing
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How to Minimise Social Loafing
Make individual performance more visible• Form smaller teams• Specialise tasks• Measure individual performance
Increase employee motivation• Increase job enrichment• Select motivated employees
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Team Effectiveness Model
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•Task characteristics
•Team size
•Team composition
Team Design
• Accomplish tasks
• Satisfy member needs
• Maintain team survival
TeamEffectiveness
• Team development
• Team norms
• Team cohesiveness
• Team trust
Team Processes
•Rewards
•Communication
•Org structure
•Org leadership
•Physical space
Organisational and Team Environment
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Organisation/Team Environment
Reward systems
Communication systems
Organisational structure
Organisational leadership
Physical space
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Team’s Task Characteristics
Teams work better when tasks are clear and easy to implement• learn roles faster, easier to become cohesive• ill-defined tasks require members with diverse
backgrounds and more time to coordinate
Teams preferred with higher task interdependence• Extent that employees need to share materials,
information, or expertise to perform their jobs.
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Levels of Task Interdependence
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SequentialSequential
PooledPooled
ReciprocalReciprocal
ResourceResource
AA BB CC
AA BB CC
AA
BB CC
High
Low
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Team Size
Smaller teams are better because they:• need less time to coordinate roles and resolve
differences• require less time to develop more member
involvement, thus higher commitment
But the team must be large enough to accomplish the task
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Shell Looks for Team Players
Shell holds the 5-day Gourami Business Challenge in Europe, North America, and Asia (shown in photo) to observe how well the university students work in teams. One of the greatest challenges is for students from different cultures and educational specialisations to work together.
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Team Composition
Effective team members must be willing and able to work on the team
Effective team members possess specific competencies (5 Cs)
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Five Cs of Team-member Competencies
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Team Composition: Diversity
Team members have diverse knowledge, skills, perspectives, values, etc.
Advantages• view problems and possible solutions from different
perspectives • broader knowledge base• better representation of team’s constituents
Disadvantages• take longer to become a high-performing team• more susceptible to ‘fault lines’ • increased risk of dysfunctional conflict
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Existing teams might regress back to an earlier stage of development
FormingForming
StormingStorming
NormingNorming
Performing
AdjourningAdjourning
Stages of Team Development
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Team Development as Membership and Competence
Two central processes in team development:
1. Team membership formation • Transition from ‘them’ to ‘us’• Team becomes part of person’s social identity
2. Team competence development• Forming routines with others• Forming shared mental models
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Team Roles
A set of behaviours that people are expected to perform
Some formally assigned; others informally
Informal role assignment occurs during team development and is related to personal characteristics
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Team Building
Formal activities intended to improve the team’s development and functioning
Types of team building• Clarify team’s performance goals• Improve team’s problem-solving skills• Improve role definitions• Improve relations
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Team Norms
Informal rules and shared expectations team establishes to regulate member behaviours
Norms develop through:
• Initial team experiences
• Critical events in team’s history
• Experience/values members bring to the team
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Preventing/Changing Dysfunctional Team Norms
State desired norms when forming teams
Select members with preferred values
Discuss counter-productive norms
Reward behaviours representing desired norms
Disband teams with dysfunctional norms
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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 member’s social identity
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TeamTeamsizesize
MemberMemberinteractioninteraction
• Smaller teams tend to be more cohesive
• Regular interaction increases cohesion• Calls for tasks with high interdependence
MemberMembersimilaritysimilarity
• Similarity-attraction effect• Some forms of diversity have less effect
Influences on Team Cohesion
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TeamTeamsuccesssuccess
External External challengeschallenges
• Successful teams fulfil member needs• Success increases social identity with team
• Challenges increase cohesion when not overwhelming
Somewhat Somewhat difficult entrydifficult entry
• Team eliteness increases cohesion• But lower cohesion with severe initiation
Influences on Team Cohesion (cont.)
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Team Cohesion Outcomes
1. Motivated to remain members
2. Willing to share information
3. Strong interpersonal bonds
4. Resolve conflict effectively
5. Better interpersonal relationships
6. Better performance (if norms aligned)
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Team norms support
companygoals
Team norms oppose
companygoals
High team cohesion
Low team cohesion
Team Cohesion and Performance
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Low taskperformance
ModeratelyModeratelyhigh taskhigh task
performanceperformance
ModeratelyModeratelylow tasklow task
performanceperformance
High taskperformance
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Trust Defined
Positive expectations one person has of
another person in situations involving
risk
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Three Levels of Trust
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Identification-based trustIdentification-based trust
Knowledge-based trustKnowledge-based trust
Calculus-based trustCalculus-based trust
High
Low
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Self-Directed Teams at Reckitt Benckiser
Reckitt Benckiser Healthcare has become one of the most productive pharmaceutical operations in Europe due to lean management practices and reliance on self-directed teams.
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Self-Directed Teams Defined
Cross-functional work groups organised 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.
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Self-Directed Team Success Factors
Responsible for entire work process
High interdependence within the team
Low interdependence with other teams
Autonomy to organise and coordinate work
Work site and technology support team communication/coordination
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Virtual Teams
Teams whose members operate across space, time, and organisational boundaries and are linked through information technologies to achieve organisational tasks
• Increasingly possible because of:- Information technologies- Knowledge-based work
• Increasingly necessary because of:- Organisational learning- Globalisation
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Virtual Team Success Factors
Member characteristics• Technology savvy• Self-leadership skills• Emotional intelligence
Flexible use of communication technologies
Opportunities to meet face-to-face
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Team Decision Making Constraints
Time constraints• Time to organise/coordinate• Production blocking
Evaluation apprehension• Belief that others are silently evaluating you
Peer pressure to conform• Suppressing opinions that oppose team norms
Groupthink• Tendency in highly cohesive teams to value consensus
at the price of decision quality• Concept losing favour – consider more specific features
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General Guidelines forTeam Decisions
1. Team norms should encourage critical thinking
2. Sufficient team diversity
3. Ensure neither leader nor any member dominates
4. Maintain optimal team size
5. Introduce effective team structures
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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
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Courtesy of Johnson Space Center/NASA
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Rules of Brainstorming
1. Speak freely
2. Don’t criticise
3. Provide as many ideas as possible
4. Build on others’ ideas
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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
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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 technology-bound
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DescribeDescribeproblemproblem
IndividualActivity
IndividualActivity
Write downWrite downpossiblepossiblesolutionssolutions
PossiblePossiblesolutionssolutionsdescribeddescribedto othersto others
Vote onVote onsolutionssolutionspresentedpresented
Nominal Group Technique
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TeamDynamics
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