week %239 - ch %2310 - team development interventions

8/13/2019 Week %239 - CH %2310 - Team Development Interventions

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Team Development Interventions


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Identify how team development techniques fit into ODprogram.

Recognize team problems and why teams may not beoperating at optimum capacity.

Understand and experience process of teamdevelopment.


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A team is a group of individuals. Complementary skills. Depend upon one another to accomplish common purpose. Hold themselves mutually accountable.


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Work done when members subordinate personalprominence for team.

Many management theorists see team-basedorganization as wave of future.


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Many organizations increase productivity byimplementing team-based programs.

Interdependence refers to: One persons performance contingent upon how someone else

performs.


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Baseball. Pooled interdependence. Team members somewhat independent of one another.

Football. Involves sequential interdependence.

Basketball. Exhibits highest degree of interdependence.


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Team building major OD intervention. Team building and team development are terms used

interchangeably.

Team building: Members examine goals and culture. Objective to improve ability to work together.


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Work group basic unit of organization. Provides support for change. Operating problems of work groups often sources of

inefficiency.


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Teams are primary unit in organization. Two types of teams:

Natural work team. Temporary task team.

Need for team development varies with situation.


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Simple People working alone and no need to involve others. Little team development necessary.

Complex Information must be shared to complete task. Interaction not on deeply personal level. Some team development necessary.

Problem Unusual and unprecedented situations. Has impact outside of individuals influence. Requires team development approach.


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Goals - groups lose purpose. Member needs - interpersonal differences. Norms - lack of norms and acceptable behavior.

Homogeneous members - tend to produce homogeneousideas. Decision making - authoritative decision making. Leadership - degree of power and control of members

inappropriate. Size - number of members too small or too large for

effective interaction.


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Cohesiveness. Unity that members of group have for one another.

High degree of cohesiveness can result in groupthink.

Groupthink. Deterioration of reality testing. Results from group pressures.

Likely to happen when agreement becomes dominantforce. Tends to outweigh consideration of alternatives.


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Illusion of invulnerability. Rationalization. Illusion of morality.

Shared stereotypes. Direct pressure. Self-censorship. Illusion of unanimity.

Mind guards.


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To integrate goals of individual and group with goals oforganization.


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Identify objectives, set priorities. Examine team performance. Analyze group process.

Improve communications. Improve problem-solving ability. Increase cooperation. Work more effectively with other teams.

Increase respect of other team members.


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Family group diagnostic meetings. Aimed at identifying group problems.

Family group team-building meetings. Aimed at improving teams functioning.


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Task or work agenda of group. Processes by which members work on the task.


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Step 1: Initiate team development meeting. Step 2: Set objectives. Step 3: Collect data.

Step 4: Plan the meeting. Step 5: Conduct the meeting. Step 6: Evaluate team development process.


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Takes people who work together. Places in outdoor setting with exercises. Hastens discussions surrounding leadership styles and

team work. After exercise team discusses: What they learned. How it applies to work.


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Assessment of team prior to training. Orientation meeting held with participants. Exercises selected to fit abilities.

Team participates in exercises. Team reflects on process. Team follows with goal setting and plans.


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Safety is major concern. Participation is voluntary. Participants should have fun, labs not to become too

serious.


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Designed to clarify roles of members. Role ambiguity - team member not fully knowing what

others expect. Role conflict - difference between expectations of team

member and actual behavior. Role analysis used to clarify role discrepancies.


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Role incumbent describes role as they see it. Others mayadd or modify.

Role incumbent expectations of others. Others expectations of role incumbent. Role incumbent makes summary. Each member completes above steps. Role profiles are periodically reviewed.


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Contract setting. Issue diagnosis. Role negotiation.

Written role negotiation agreement.

week %239 - ch %2310 - team development interventions

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