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1MGMT 428Team ProcessesFall 2015Team Processes –.docx
- 1. 1 MGMT 428 Team Processes Fall 2015 Team Processes – The Course related to operating effectively in team settings teamwork Developing effective team processes communication of virtual teams 2 Learning Objectives
- 2. versity and individual perspective influence preferences and behavior within teams. team building. in today’s organizations. experience… every time, as a team! Tonight’s Agenda - Introductions - Review course syllabus, logistics, expectations - Design Class Code of Conduct - Discuss Team Basics, including - five characteristics of teams - types of teams - advantages/disadvantages of teams - Team Performance and Productivity - Meet Your Team!! - Team Design 3 Pamela Dusschee
- 3. Executive Director Graduate Business Programs School of Business Administration BA Management & Organizational Leadership, George Fox University Certificate in Training & Development, Portland State University Executive MBA, OEMBA - University of Oregon Pamela Dusschee 4 1. What is your name? 2. Where are you from? 3. Where do you work? 4. What is your major? 5. How many credits? 6. What is your favorite food? Syllabus & Logistics – Making the Team, 5th Edition – two 10 minute or one 15 minute?
- 4. ates/grades 5 Class Code of Conduct Small Groups • List three things we can all do to ensure a respectful, productive and fun learning experience? • Is it reasonable to expect this from everyone? Entire Class • What are our results? • Can we all commit to them? High Performance Team Quiz 1. When it comes to conflict, the highest performing teams should: a) Discourage it b) Let members vent openly c) Encourage conflict about attitudes; discourage conflict about behaviors
- 5. d) Encourage conflict about tasks; discourage conflict about personalities D. Encourage conflict about tasks; discourage conflict about personalities 6 High Performance Team Quiz 2. When it comes to making decisions, teams are: a) Superior to individuals b) Inferior to individuals c) Better than the average of its members, but not necessarily as good as the best performer C. Better than the average of its members, but not necessarily as good as the best performer High Performance Team Quiz 3. When it comes to creativity, teams are: a) Less creative than individuals b) More creative than individuals c) About equally creative A. Less creative than individuals 7
- 6. High Performance Team Quiz 4. The most commonly cited problem with regard to teamwork is: a) Trusting one another b) Listening to one another c) Sustaining motivation C. Sustaining motivation High Performance Team Quiz 5. When it comes to floor-time (talking) in a typical 8-person team meeting, a) Every team member roughly contributes pretty much equally b) 3 people do over 75% of the talking c) 5 people do over 75% of the talking B. 3 people do over 75% of the talking 8 High Performance Team Quiz 6. The most important skills (competencies) that team members need to have are: a) Task and people skills b) Speaking and listening skills c) Rationally and intuition skills
- 7. A. Task and people skills High Performance Team Quiz 7. All of the following can minimize the “free rider” problem in teams, except: a) Develop a team contract – a written statement of team objectives and practices b) Increase the size of the team c) Performance reviews – periodically review and evaluate members d) Increase each member’s involvement and ownership B. Increase the size of the team 9 High Performance Team Quiz 8. An essential condition for high performance teamwork is: a) Regular retreats b) Significant, meaningful performance incentives c) A shared goal d) Complementary skill sets C. A shared goal High Performance Team Quiz 9. A typical team is how old?
- 8. a) 0-6 months b) 6-12 months c) 12-24 months d) Over 2 years C. 12-24 months 10 Introduction to Teams What is a team? “A group of people who are interdependent with respect to information, resources and skills, and who seek to combine their efforts to achieve a common goal.” Introduction to Teams Work Team an interdependent collection of individuals who share responsibility for specific outcomes for their organizations. Groups are different than Teams 11 Five Characteristics of Teams Shared Goal Interdependent Bounded & Stable
- 9. Authority over own work Social System Context Types of Teams •Leader design, select, monitor, Members execute assigned work •Control, efficient, low-cost start-up •Lack of ownership, low innovation Manager- Led •Leader determines goal, Members manage methods to achieve goal •Improved quality, innovation, morale •Critical factors for success Self- Managing •Leader sets context, Members set own objectives and methods •Highest potential for innovation, engagement •Potential for great success or great inefficiency Self- Directing
- 10. •Members set objectives, design, manage own methods and provide context, No org chart •Works best when everyone understands company mission •Greatest risk of misdirection Self- Governing 12 Self-Managing Teams 1. Clear direction • Does the team understand what it exists to achieve 2. A real team task • Collective responsibility for customers and major outputs 3. Team rewards • More than 80% reward dollars available to team not individuals 4. Basic material resources • Own space and access to materials necessary for work 5. Authority to manage work • Can determine own methods to achieve goals 6. Team goals • Can the team articulate specific goals 7. Strategy norms • Can team self-manage, detect problems, learn
- 11. 1. Teams always perform better than individuals 2. Athletic teams always make good analogies for business teams 3. Corporations are team-oriented 4. Effective teamwork is common in most organizations 5. If a team experience a failure, it is a poor performing team 6. Conflict is harmful to a team 7. Retreats will fix all conflicts Myths about Teams 13 2-25 Team Performance 2-26 Team Performance: An Integrated Model of Teamwork 14 Copyright © 2014 Pearson Education Inc. 2-27
- 12. Team Performance: Team Context Organizational Context – The organizational context in which a team does its work Team Design – No design is a design Team Culture – Personality of team reinforced by norms • Prescriptive norms – what should be done • Proscriptive norms – what should be avoided 2-28 Team Performance: Essential Conditions Ability • Expertise, knowledge, skills, education Motivation • Engaged and motivated to perform work Strategy • Coordinating with others to meet objectives of team 15 For teams to perform effectively, members must have the expertise, or
- 13. knowledge, skills, and abilities (KSA’s) to accomplish the task. • Conflict resolution • Collaborative problem solving • Communication • Goal setting and performance management • Planning and task coordination 2-29 Team Performance: Ability There are five crucial KSA skills for team members: Flow : Optimal performance Team Performance: Expertise • Flow is a psychological state in which a person is highly engaged in a task – so interested they lose track of time, and the process of engaging the task is its own reinforcement • Engagement is critical for flow 2-30 Social Facilitation – When watched, we perform better if we are already skilled. Social Inhibition – When watched, we may perform worse because of lack of skill.
- 14. 16 2-31 • Engagement : Team members must be engaged and motivated to perform. Group potency, or the belief the group has in themselves, is a significant predictor of actual performance • Motivation gains refer to circumstances that increase the effort expended by group members in a collective task • Social Loafing is a steady decline in motivation and the average work done per member as group size increases 2-32 Team Performance: Engagement 17 • Diffusion on responsibility Free Riding: People’s motivations often diminish in a team, especially the larger the team grows, the less likely it is that any one person will work as hard as they can • Reduced sense of self-efficacy • Sucker aversion
- 15. 2-33 Three main causes of free riding: Team Performance: Engagement Suggestions for enhancing successful team performance: • Increase identifiability • Promote involvement • Reward team members for performance • Strengthen team cohesion • Increase personal responsibility • Use team charters • Provide team performance reviews and feedback • Maintain the “right” staffing level 2-34 18 • Productivity: The productivity criterion asks whether the team’s output meets the standards of those who have to use it – the end user • Cohesion: The processes that keep members of a team united
- 16. • Learning: Teams should represent growth and development opportunities for the individual needs of the members • Integration: Important for teams to understand the organization’s goals to work effectively toward them 2-35 Team Performance: Performance Criteria Performance criteria are the factors used to evaluate the success or failure of a team effort: 2-36 Team Performance: Mission Results Power Morale Norms Buy-In Talent Context Context Rocket Model
- 17. by Gordan J Curphy and Robert T. Hogan 19 20 Making of the Team – Your Part • Don’t believe everything you think • Listen, then listen some more • Commit to your team. Team Idetity • Encourage others to engage. Ask questions • Value differences • Be Kind. Be Honest. Be Kind. • Have fun! Be creative! Personal Histories Exercise 5 points 30 minutes Break
- 18. 21 Meet Your Team • Introduce yourselves • OK to leave room Sit together • Initial each other’s papers • Pick the most fascinating thing about each person Share personal histories • One presenter per team • Share Report back to class Meet Your Team Team 1 Abdulrahman Alafaj Eric Chitoubol Corey Dang Shawn Hazelrigg Nicholas Troiano Team 2
- 19. Faisal Alhumaidan Dahir Dahir Adriana Di Santo Tan Ngo Rosa Tati Team 3 Alphonse Bilicic Katie Christians Luke Hamilton Patrick Jamison Bryce Tuohy Team 4 Abdulaziz Almohsen Rickey Butcher Kyle Hadeed Jan Paolo Pontillas Diana Shukri Lisa Veum Team 5 Reid Abblitt Cathy Dang Jesse Debord Daphne Nguyen John Tran Team 6 Ralph Bentley Tom Benjamin Burret Tara de Alicante Travis Hoffman Inna Teleguz Jiayi Zhang
- 20. Team 7 David Bard Dianna Chourarath Amina Foster Amanda McCoy Joseph Roberts Team 8 Ryan Brown Kenneth Gyure Maria Martinez Matthew Veale Courtney Wachili 22 2-43 Designing the Team Team Design Managing an effective team involves two sets of responsibilities: • Managing the internal dynamics of the team itself • Navigating the organizational environment and managing relationship with those on whom the team is interdependent It is more important to have a well-designed team than a team with a good leader. Three key aspects that form the internal system of teamwork:
- 21. • Task • People • Processes 4-44 23 What work needs to be done? The Task Teams that plan or develop performance strategies usually perform better • Preplanning (planning before actually performing the task) • On-line planning (planning during the task itself ) Is the goal clearly defined? • Mission statement • Common errors • Team goals should be : - Clear and simple - Specify ends but not means • High-performance orientation versus high-learning orientation 4-45 What work needs to be done? The Task 4-46
- 22. 24 What work needs to be done? The Task Exhibit 4-3 4-47 What work needs to be done? The Task Is there a correct solution that can be readily demonstrated and communicated to members? • Demonstrable tasks • Nondemonstrable tasks Are team members’ interests : • Perfectly aligned, (cooperative) • Opposing, (competitive) • Mixed in nature 4-48 25 What work needs to be done? The Task How big should the team be?
- 23. • Generally, teams should be fewer than 10 in number • Large teams can have a number of negative effects • Advantages to smaller, even understaffed, teams Time pressure: Good or bad? • Teams adapt themselves to the constraints presented to them • Capacity problems • Capability problems 4-49 Who is ideally suited to do the work? The People Sets of skills that are important to think about when forming a team: • Technical or functional expertise • Task-management skills (See Exhibit 4-4) • Interpersonal skills 4-50 26 Who is ideally suited to do the work? The People Exhibit 4-4 4-51 Who is ideally suited to do the work? The People
- 24. Diversity – the advantages: • Improved team performance • Expanded talent pool • Multiple viewpoints • Decision making • Competitive advantage 4-52 27 Who is ideally suited to do the work? The People Diversity – the challenges: • Unconscious homogeneity • Surface versus deep-level diversity • Perceived versus actual diversity • Faultlines • Conflict • Solos and tokens 4-53 Who is ideally suited to do the work? The People Creating diverse teams • Changing workforce demographics Managing diversity:
- 25. • Publicly commit to valuing diversity • Solicit ideas and best practices from employees on how to diversify • Educate members on the advantages of diversity • Diversify at all levels 4-54 28 How to work together? Processes Team Structure • How clearly the group’s processes are articulated by team leaders and how closely they are adhered to by team members Team norms • Norms are critical for team and organizational performance • Norm development and enforcement • Norm violation and consequences • Changing norms 4-55 How to work together? Processes Team Coaching - There are three distinct features involved in coaching:
- 26. • The functions that coaching serves for a team • The specific times in the task performance process when coaching is most likely to have the intended effects • The conditions under which coaching is likely to facilitate performance 4-56 29 Types of Coaching: • Educational : Focuses on ability, knowledge, and skill • Motivational : Focuses on how to enhance involvement • Consultative : Focuses on how to best integrate members’ strength and abilities 4-57 How to work together? Processes NEXT WEEK: Reflection Paper 10 points Due at Beginning of Class ½ to one page, single spaced typed You just met your new team members. Describe something you
- 27. learned about each of them that you think will add value to the team. What value do you plan to add to your team? 30 Homework – Identity & Charter Identity • Identify at least 3 things all team members have in common • Create a unique name for your team • Create a unique motto or slogan for your team • Select a color(s) and/or design a logo for you team. Please don’t just copy from the internet. Brainstorm ways to bond and define you as a team. Your goal is to build an identity and Team Brand that differentiates you from other teams in class. Homework – Identity & Charter Team Charter 1. Think about past experiences that were not good and that you’d like to avoid in this team. 2. Have an open discussion about what you hope to accomplish this term
- 28. and agree on collective team goals. 3. Identify strategies you will use to accomplish your stated goals and then establish procedures, rules, values that set expectations to meet those goals. 4. Revisit your personal histories to make sure you have a plan of action for overcoming stated individual weaknesses. 5. Consider assigning roles and responsibilities to team members. 6. State consequences for not adhering to the team charter. 7. All members agree and sign charter. 31 Homework – Identity & Charter Deliverable – October 13 at beginning of class 1. Type up the four bulleted items from the Identity portion 2. Type of your Team Charter. All members must sign and date the contract. 3. You will be presenting your Team Identity and Charter to the rest of the class. In this informal presentation, of about five minutes, please explain to the class who your team is and what you agreed to on the charter.
- 29. 32 NEXT WEEK: Readings Read before next week: Chapter 5: Team Identity Chapter 6: Team Mind