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OB - Teams


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Partially based on the Kreitner/Kinicki (2009, McGraw Hill/Irwin) textbook with updated data from a variety of cited sources.

Published in: Technology, Business
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OB - Teams

  1. 1. Leading & Developing Teams BUSA 220 – Wallace Spring 2012
  2. 2. Teams are NOT Groups “Groups do not become teams simply because that is what someone calls them. The entire workforce at a large organization is never a team,” - regardless of how many times we here it at rah-rah speeches. (Katzenbach and Smith, 1993).
  3. 3. Teams are NOT Groups A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. (Katzenbach and Smith, 1993).
  4. 4. Team Evolution 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
  5. 5. Team Characteristics As March Madness and the NCAA Tournaments kick off this week, what characteristics of a successful basketball team can be translated into work teams? Source:
  6. 6. Source: Krietner/Kinicki, 2009
  7. 7. Effective Work Teams Source: Krietner/Kinicki, 2009
  8. 8. Teamwork Competencies  Focuses Team to Problem-solving Situation  Organizes and Manages Team Performance  Promotes a Positive Team Environment  Facilitates and Manages Task Conflict  Appropriately Promotes Perspective
  9. 9. Source: Krietner/Kinicki, 2009
  10. 10. Consent vs ConsensusConsensus tends to focus on the individuals and theirpersonal wants, whereas consent is about thedecision or argument itself and what’s best for thewhole, while recognizing that the best way to get thebest decision is to listen to and integrate theinformation and perspectives brought by theindividuals involved. Source: Robertson, 2008
  11. 11. Leader Mistakes Weak strategies & poor business practices. Hostile work environments (command & control cultures; competitive reward plans; management resistance). Lack of commitment to teams. Failure to transfer knowledge. Vague or conflicting assignments. Poor training & staffing. Lack of trust. Source: Krietner/Kinicki, 2009
  12. 12. Expectation Failures  Too much too soon  Conflict (style or personality)  Results emphasized over process or dynamics.  Giving up at obstacles  Change resistance.  Weak interpersonal skills  Poor interpersonal chemistry  Lack of trust Source: Krietner/Kinicki, 2009
  13. 13. Teamwork Requires  Trust: Reciprocal faith in others’ intentions and behavior  Cooperation not competition  Within teams  Among teams within organizations Cohesiveness a sense of “we-ness” building the strength of team members’ desires to remain a part of the team
  14. 14. Trust = Cognitive Leap Cognitive leap Faith in the other person’s good intentions Assumption that other person will behave as desiredFirsthand knowledge of other person’s reliability and Distrust Trust integrity What can you do to build trust? Source: Krietner/Kinicki, 2009
  15. 15. Trust Ingredients1. Constancy: “Stay the course.”2. Congruity: “Walk the Talk.”3. Reliability: “Available where and when needed.”4. Integrity: “Honor promises and commitments.” Source: Bennis, 1989.
  16. 16. 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 Source: Krietner/Kinicki, 2009
  17. 17. What do you think?  Military units engaged in coordinated efforts involving life or death situations would most likely rely on a. Socio-emotional cohesiveness b. Instrumental cohesiveness
  18. 18. Source: Krietner/Kinicki, 2009
  19. 19. What do you think? True (A) or False (B)1. Too much team cohesiveness can be a problem.2. In general, success leads to cohesion, rather than cohesion causing success3. Smaller teams are more cohesive4. External threats hurt team cohesiveness5. Members of cohesive teams enjoy more satisfaction and less turnover
  20. 20. Virtual vs. Self-Managed Teams Source: Krietner/Kinicki, 2009
  21. 21. Leading Virtual Teams  Establish regular group interaction  Firm rules for communication  Use visual forms of communication where possible  Imitate the attributes of co-located teams  Give and receive regular feedback & assistance  Agree on technology standards Source: Krietner/Kinicki, 2009
  22. 22. Leading Virtual Teams Use 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 Source: Krietner/Kinicki, 2009
  23. 23. What do you think?Joachim is the leader of a virtual team. Due to timezone differences, the team has difficulty finding times tomeet but found a time for a conference call today.Aileen, a fellow team member, was supposed to make apresentation to the group but never dialed into the call.In order to preserve the relationships among teammembers, after the conference call Joachim should: a. send an email to Aileens boss regarding her absence from the call. b. complain to team members about Aileens behavior. c. call Aileen directly to inquire about her absence from the call. Source: Krietner/Kinicki, 2009
  24. 24. Source: Krietner/Kinicki, 2009
  25. 25. 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
  26. 26. Dr. Henry WeimanThe ability to learn what others have learned, toappreciate what others appreciate, to feel what othersfeel, and to add this to what the individual hasacquired from other sources, and finally to form out ofit a coherent unity…is what distinguishes the humanmind from everything else. This kind of interchangeand progressive integration makes it possible toexpand beyond any known limits what people mayknow, feel, and control. It makes it possible beyondany known limits appreciative understanding betweenindividuals, groups, and cultures.
  27. 27. Henry Stack SullivanAll of us are capable of being more than we are. Whilecreative interchange has four phases or components, theyare not necessarily sequential. 1. Authentic interacting, 2. Appreciative understanding, 3. Creative integrating, and 4. Growing, learning, transfor ming, developing, expandin g, and/or creating (any of these).
  28. 28. Self-Knowledge/Leadership1. Encourages self- reinforcement2. Encourages self- observation/evaluation3. Encourages self- expectations4. Encourages self-goal- setting5. Encourages rehearsal6. Encourages self- criticism