This presentation explores teamwork: the nature of a team, components of an effective team, creation of a team, and conflict resolution within a team. This presentation was developed for nursing students but has broader applications.

1. By Ronald Speener

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
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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.
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4. Table of Content
Nature of
Teams
Characteristics
of a Team
Building a
Team
Conflict Resources
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5. The Nature of Teams
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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
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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
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8. Definition—Team
Shared Goal
Collaborative
Individuals
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9. Exercise Team or not a team?
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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
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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
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12. The Core of a Team—Shared
Goal
•Determine goal
•Validate each
member’s commitment
to the goal
•Constantly remind of
goal
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13. Exercise Better for a team or
individual
• Developing policies
• Doing surgery
• Counseling
• Patient care
• Taking a test
• Building a house
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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
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15. Enabling Conditions
Compelling Direction
Strong Structure
Supportive Context
Shared Mindset
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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.
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17. Question Teamwork
Which of these would be a formal team?
a) Wine party
b) Book club
c) Business planning
d) Protest rally
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18. Question Teamwork
What would be the optimal size for a team
a) 1
b) 2
c) 7
d) 21
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19. Question
T
F
Teamwork
One common feature of all teams is that they
share a common goal.
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20. Characteristics of a
Team
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21. The number of members and their personal
characteristics are input variables that seriously
affect team communication and productivity
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22. An Ideal Team
• All components of a
team operate
interdependently with
one another; not in
isolation.
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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
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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.
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25. Personality
Briggs-Myers
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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.
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27. Exercise What is your experience with
personalities on a team?
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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.
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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
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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
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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
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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
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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
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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
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35. Other Traits
Cognitive Complexity
Self-monitoring
Procedural Order
Participant Observer
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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
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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.
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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.
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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
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40. Willingness
Anxiety
or fear
Reticenc
e
Shyness
Open-
Mindedness
Listener
Nonjudg
mental
Dogmatic
Assertivene
ss
Assertive
ness
Passiven
ess
Aggressi
veness
Responsibili
ty
Self-
driven
Team
driven
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41. Developing a Team
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42. Homogeneity and
Heterogeneity
The more
homogeneous the
more cohesive
The more
heterogeneous
the more creative
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43. Factors of Affecting Teams
Internal
• Characteristics
• Preferences
External
• Task
• Values
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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
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45. Two Phases of Development
Formation
Members
get to know
each other
Develop
interpersonal
relationships
Production
Focus on
team tasks
Work on
results
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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?
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47. Problem Solving
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48. Effective Problem Solving
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Goal
Obstacles
Solutions
Problem

49. P-MOPS
Procedural Model of Problem Solving (P-MOPS)
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Problem
Solution
EvaluateConsensus
Implem
ent

50. Considerations
• Task difficulty
• Solution multiplicity
• Intrinsic interest
• Cooperative
requirements
• Population familiarity
•Acceptance
•Technical requirements
•Area of freedom
•Goal
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51. Methods of Decision
By
consensus
By
leader
By
majority
vote
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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
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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
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54. Exercise Which would work better?
Decision strategy
• By majority vote
• By decree
• By consensus
Situation
• Planning team
• Enforcing policy
• Deciding leadership
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55. Conflict
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56. Tension
• Tension is normal in team interactions
• Some tension is desirable
• Managing tension is part of the team dynamics
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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.
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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.
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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
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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
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61. Conflict Management Styles
• Avoidance
• Accommodation
• Competition
• Collaboration
• Compromise
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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
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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
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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.
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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
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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
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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.
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68. Resources
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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
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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
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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
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