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Teamwork
- 2. What you will learn Goal: To improve ability to function successfully in a team environment •Understand how teams work •Develop skills to build a team •Explain problem solving in a team •Examine techniques for managing conflict Rev 3/2018 Team Building 2
- 3. If you want to succeed in modern organizational and social life, you must understand how to communicate effectively as a member of a Team. Rev 3/2018 Team Building 3
- 4. Table of Content Nature of Teams Characteristics of a Team Building a Team Conflict Resources Rev 3/2018 Team Building 4
- 5. The Nature of Teams Rev 3/2018 Team Building 5
- 6. Why We Need Teams 1. Meet important human needs 2. Teams are everywhere 3. Cannot assume that we participate effectively 4. Vehicle by which the individual can make a contribution to the organization and society as a whole Rev 3/2018 Team Building 6
- 7. Types of Teams Informal •Get together of friend and family • Socializing • Common interests Formal •Diverse people joined together for a specific purpose • Goal directed • Structured Rev 3/2018 Team Building 7
- 8. Definition—Team Shared Goal Collaborative Individuals Rev 3/2018 Team Building 8
- 9. Exercise Team or not a team? Rev 3/2018 Team Building 9
- 10. The Benefits of Teams • Fosters creativity and learning • Blends complementary strengths • Builds trust • Teaches conflict resolution skills • Promotes a wider sense of ownership • Encourages healthy risk-taking • Wisdom of the crowd Rev 3/2018 Team Building 10
- 11. Teamwork Involves • Working cooperatively • Contributing to groups with ideas, suggestions, and effort • Communication (both giving and receiving) • Sense of responsibility • Healthy respect for different opinions, customs, and individual preferences • Ability to participate in group decision-making Rev 3/2018 Team Building 11
- 12. The Core of a Team—Shared Goal •Determine goal •Validate each member’s commitment to the goal •Constantly remind of goal Rev 3/2018 Team Building 12
- 13. Exercise Better for a team or individual • Developing policies • Doing surgery • Counseling • Patient care • Taking a test • Building a house Rev 3/2018 Team Building 13 T T I T I T
- 14. The Process Input • Energy • Information • Raw materials Through Put • Transformation • Change the raw materials Output • Tangible product • Reports • Policies Rev 3/2018 Team Building 14
- 15. Enabling Conditions Compelling Direction Strong Structure Supportive Context Shared Mindset Rev 3/2018 Team Building 15
- 16. Effectiveness • Workable size • Usually 3 – 7, rarely more than 15 • Mutually interdependent purpose • Each person has a sense of belonging • Interaction involving verbal and non-verbal channels • A sense of cooperation among members. Rev 3/2018 Team Building 16
- 17. Question Teamwork Which of these would be a formal team? a) Wine party b) Book club c) Business planning d) Protest rally Rev 3/2018 Team Building 17
- 18. Question Teamwork What would be the optimal size for a team a) 1 b) 2 c) 7 d) 21 Rev 3/2018 Team Building 18
- 19. Question T F Teamwork One common feature of all teams is that they share a common goal. Rev 3/2018 Team Building 19
- 20. Characteristics of a Team Rev 3/2018 Team Building 21
- 21. The number of members and their personal characteristics are input variables that seriously affect team communication and productivity Rev 3/2018 Team Building 22
- 22. An Ideal Team • All components of a team operate interdependently with one another; not in isolation. Rev 3/2018 Team Building 23
- 23. A Team Is Nonsummativty The property of the team where the whole is not the sum of its parts, but may be greater or lesser than the sum. •The personalities, education, commitment, the individual make the personality of the team Rev 3/2018 Team Building 24
- 24. Traits and Attitude Trait •A relatively enduring, consistent pattern of behavior or other observable characteristics. Attitude • A network of beliefs and values, not directly measurable, that a person holds toward an object, person or concept; produces a tendency to react in specific ways toward that object, person, or concept. Rev 3/2018 Team Building 25
- 25. Personality Briggs-Myers Rev 3/2018 Team Building 26
- 26. Personality of a Team Is Important • An effective team is the right mix of personality, skills and experience. • The personality of a team can make or break a team. Rev 3/2018 Team Building 27
- 27. Exercise What is your experience with personalities on a team? Rev 3/2018 Team Building 28
- 28. Personalities—Myers-Briggs •Teams consist of individuals •The personality of the individuals affect the team •Briggs-Myers is a widely used personality test for making teams effective. Rev 3/2018 Team Building 29
- 29. Extraversion-Introversion Focus The Myers-Briggs Type Indicator® dimension concerned with whether one’s focus is the world. Extraversion focuses on the external world. Introversion focuses on the one’s subjective internal landscape. • Coded E and I Rev 3/2018 Team Building 30 Extroversion Introversion External world Inner world Sociable Shy, reserved Talk to clarify Think then talk Enjoy working in teams Enjoy working alone Don’t mind being interrupted Hate being interrupted Decisions collaboratively Decisions independently
- 30. Sensing-Intuiting Information Use The Myers-Briggs Type Indicator® dimension concerned with the type of information individuals use. Sensers prefer facts and figures. Intuiters prefer to dream about possibilities. • Coded S and N Rev 3/2018 Team Building 31 Sensing Intuiting Trust facts & figures Trust imagination & intuition Concrete information Dreamer Detail-oriented “Big picture” In “here and now” Future-oriented Finds facts to illustrate point Look at possibilities Grounded Inventive
- 31. Thinking-feeling Decision making The Myers-Briggs Type Indicator® dimension concerned with how individuals prefer to make decisions. Thinkers are objective and fact- based. Feelers are subjective and emotion-based. • Coded T and F Rev 3/2018 Team Building 32 Thinking Feeling Analyze Empathy Systematic critical thinker Tune in to feelings of others Task-oriented Relationship- oriented Hold all to single standard Adjust standard to meet individual Use evidence to come to logical conclusion Take other’s feelings into account in team decisions
- 32. Perceiving-Judging Organizing The Myers-Briggs Type Indicator® dimension concerned with how people organize the world. Perceivers are spontaneous and flexible. Judgers are decisive and sure. • Coded P and J Rev 3/2018 Team Building 33 Perceiving Judging Gather information Decisive Spontaneous & flexible Stick to plan Excited to start a new project Excited by finishing projects Second-guess one' self Certain Inclusive within team decisions Keep team focused on task
- 33. Exercise What do you think each member is? E-extrovert I-introvert S-sensing N-intuition T-thinking F-feeling J-judging P-perceiving Rev 3/2018 Team Building 34
- 34. Scenario Personality Traits Which of these traits do you want on a team? Why? a) E-extrovert b) I-introvert c) S-sensing d) N-intuition e) T-thinking f) F-feeling g) J-judging h) P-perceiving Rev 3/2018 Team Building 35
- 35. Other Traits Cognitive Complexity Self-monitoring Procedural Order Participant Observer Rev 3/2018 Team Building 36
- 36. Cognitive Complexity How well developed a team member’s construct system for interpreting signals is. Cognitively complex individuals are able to synthesize more information and think in more abstract and organized terms than are cognitively simple individuals. • A black/white thinker or shades of gray thinker • The higher the complexity • Better able to see others viewpoints • Better able to integrate multiple goals • Better able to interpret multiple signals • Better able to arrive at consensus Rev 3/2018 Team Building 37
- 37. Self-Monitoring The extent to which someone pays attention to and controls his or her self-presentation in social situations. High self-monitors are able to assess how others perceive them and adapt their behavior to elicit a desired response. • Rhetorical Sensitivity—Speaking and phrasing statements in such a way that the feelings and beliefs of the listener are considered; phrasing statements so as to not offend others or trigger emotional overreaction. Rev 3/2018 Team Building 38
- 38. Procedural Order Preference for Procedural Order— A trait characterized by need or desire to follow a clear, linear structure during problem solving and decision making. • The higher the preference the better the performance in a structured setting. • Structure seems to help in all performance • teams who have similar preferences will have an easier time working together. Rev 3/2018 Team Building 39
- 39. The Participant—Observer Participant-Observer • Active • Observes • Evaluates • Participates • Shares common goal • Understands common goal Social Loafer • Minimal contribution • Assumes the other members will take up the slack • Does not share common goal Rev 3/2018 Team Building 40
- 41. Developing a Team Rev 3/2018 Team Building 42
- 42. Homogeneity and Heterogeneity The more homogeneous the more cohesive The more heterogeneous the more creative Rev 3/2018 Team Building 43
- 43. Factors of Affecting Teams Internal • Characteristics • Preferences External • Task • Values Rev 3/2018 Team Building 44
- 44. Phases of Development • Formation Phase • Members get to know each other • Develop interpersonal relationships • Production phase • Focus on team tasks • Reformation Phase • Needs to be reinvigorated • New members Building Production Formation Rev 3/2018 Team Building 45
- 45. Two Phases of Development Formation Members get to know each other Develop interpersonal relationships Production Focus on team tasks Work on results Rev 3/2018 Team Building 46
- 46. Scenario Steps in team building You are a contestant on survivor and landed on a tropic island with 9 strangers. What would you do to build a team? Rev 3/2018 Team Building 47
- 47. Problem Solving Rev 3/2018 Team Building 48
- 48. Effective Problem Solving Rev 3/2018 Team Building 49 Goal Obstacles Solutions Problem
- 49. P-MOPS Procedural Model of Problem Solving (P-MOPS) Rev 3/2018 Team Building 50 Problem Solution EvaluateConsensus Implem ent
- 50. Considerations • Task difficulty • Solution multiplicity • Intrinsic interest • Cooperative requirements • Population familiarity •Acceptance •Technical requirements •Area of freedom •Goal Rev 3/2018 Team Building 51
- 51. Methods of Decision By consensus By leader By majority vote Rev 3/2018 Team Building 52 Sometimes Needed Winners & Losers Usually Best
- 52. Decisions by Consensus Advantages • All members support the decision • Members more satisfied and committed to decision • Decision can be high quality, because all viewpoints are taken into account • May cause team conflict Disadvantages • Usually takes more time • Members may feel pressured to conform • May be hard or impossible to achieve • May cause team conflict Rev 3/2018 Team Building 53
- 53. Suggestions for Consensus 1. Don’t argue stubbornly for your own position 2. Avoid looking at a stalemate as a win-lose situation 3. When agreement is reached to easily and too quickly, be on guard for team think 4. Avoid conflict-suppressing techniques, such as majority vote, averaging, coin toss, etc. 5. Seek out differences of opinion Rev 3/2018 Team Building 54
- 54. Exercise Which would work better? Decision strategy • By majority vote • By decree • By consensus Situation • Planning team • Enforcing policy • Deciding leadership Rev 3/2018 Team Building 55
- 55. Conflict Rev 3/2018 Team Building 56
- 56. Tension • Tension is normal in team interactions • Some tension is desirable • Managing tension is part of the team dynamics Rev 3/2018 Team Building 57
- 57. Benefits of Conflict 1. Conflict can produce better understanding of both issues and people. 2. Conflict can increase member motivation. 3. Conflict can produce better decisions. 4. Conflict can produce greater cohesiveness among team members. Rev 3/2018 Team Building 58
- 58. Negative Effects of Conflict 1. Conflict can cause bad feelings among the team members. 2. Conflict, especially if it involves personal attacks or is carried on too long, can lower team cohesiveness. 3. Conflict can split a team apart. Rev 3/2018 Team Building 59
- 59. Primary Tension Interpersonal -- first meet or during competition for power among members • Member related • Interpersonal • Self-centered competition • Reduction • Mutual respect • Self-disclosure • More difficult to resolve Rev 3/2018 Team Building 60
- 60. Secondary Tension Stems from task-related • Points-of-view differences • Result from opinion differences • Can be loud and vocal • Reduction • Agreeing • Showing solidarity • Use we • Tension release • humor Rev 3/2018 Team Building 61
- 61. Conflict Management Styles • Avoidance • Accommodation • Competition • Collaboration • Compromise Rev 3/2018 Team Building 62
- 62. Effective Disagreement 1. Do express your disagreement 2. Stick with the issue at hand 3. Use rhetorical sensitivity in expressing disagreement 4. Disagree with the idea but do not ever criticize the person 5. Base your disagreement on evidence and reasoning 6. React to disagreement in a spirit of inquiry, not defensiveness 7. If someone persists in attacking you, stay calm and speak reasonably 8. Use an integrative rather than distributive approach to solving the conflict Rev 3/2018 Team Building 63
- 63. Ethical Behavior 1. Team members should not disconfirm, belittle, or ridicule other members 2. Team members should make sure they understand other members before agreeing or disagreeing with them 3. Team members should be thorough in gathering information and diligent in evaluating it 4. Members should be willing to speak and should not do anything to prevent others from speaking freely 5. Team members should embrace diversity within the team 6. Team members must conduct themselves with honesty and integrity Rev 3/2018 Team Building 64
- 64. Scenario What would you do? A team has just been assembled to discuss improving infection control. This is the first meeting. a) Introduce oneself b) Learn other people’s name c) Tell a little about yourself and what you might contribute to the team d) Ask what the goals and objectives are. Rev 3/2018 Team Building 65
- 65. Scenario What would you do? Sam Truncher ignores any task that the team assigns him stating, ”I’m to busy for all this nonsense.” • As a team member • As a team leader Rev 3/2018 Team Building 66
- 66. Scenario What would you do? Zelda Goldfob has just been assigned to the team three weeks into the project. She is rude, dismissive, and arrogant. • As a team member • As a team leader Rev 3/2018 Team Building 67
- 67. Summary • Teams are part of human society • Teams function in every human endeavor • For teams to function effectively, the individuals must act ethically toward each other • Team success requires active participation from the individuals. Rev 3/2018 Team Building 68
- 68. Resources Rev 3/2018 Team Building 69
- 69. Resources • Team Building http://www.depts.ttu.edu/aged/leadership/leadtem.htm • Emerging Systems for Managing Workplace Conflict: http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cg i?article=1101&context=ilrreview • Building Team Cohesion: http://cas.bethel.edu/dept/comm/nfa/journal/vol23no1- 16.pdf Rev 3/2018 Team Building 70
- 70. Resources • Leadership & Management: Managing Teams (There are 17 articles in this topic.) http://hbswk.hbs.edu/topics/managingteams.html • Managing Virtual Project Teams http://userwww.sfsu.edu/~ceb/b895/btrautsch895.pdf • Characteristics of effective teams: a literature review http://www.unc.edu/courses/2008fall/nurs/379/960/ 65_604078165817-effective_teams.pdf • 6 Benefits of Teamwork in the Workplace https://www.sandler.com/blog/6-benefits-of-teamwork- in-the-workplace Rev 3/2018 Team Building 71
- 71. Resources • The Secrets of Great Teamwork https://hbr.org/2016/06/the-secrets-of-great-teamwork • Teamwork https://www.dol.gov/odep/topics/youth/softskills/Tea mwork.pdf • Groups and Teamwork file:///C:/Users/Ronald/Downloads/KreitnerSmapleCh.pdf • Personality and Teams http://www.hoganassessments.com/sites/default/files/Per sonalityTeams_R4.pdf Rev 3/2018 Team Building 72