The document provides information on team dynamics and effective team management. It discusses the differences between groups and teams, stages of team development including forming, storming, norming and performing. It also covers topics like diversity in teams, team roles, challenges like social loafing and groupthink, and strategies for effective team leadership. The overall message is that teams require careful management to develop cohesion, establish roles and processes, and maximize performance.

1. 208.451.5076
www.everettdecisions.com
michael@everettdecisions.com
Michael J. Everett, PhD, CLSSBB
Organizational Psychologist

2. It’s easy to get players.
Getting’em to play together,
that’s the hard part.
Casey Stengel

3. Group
 Two or more people who interact with
each other to accomplish certain goals
or meet certain needs.
Team
 A group whose members work intensely
with each other to achieve a specific,
common goal or objective.

5.  Participative style of management is best
approach to ensure employee involvement in
the improvement process
 Workforce is generally more educated and
wants to participate in the decision making
process – especially those that affect them
directly
 Provides employees with ownership and
challenging them to use their skills and
abilities

6.  Maslow’s higher level of human needs
 McGregor’s Theory Y
 Recognizes worth of individuals
 Herberg’s theory
 True motivation is found in the work itself
 Bandura’s theory of self-efficacy
 Critical role in how we think, feel, and behave

7.  Brings together individuals with diverse skill
sets
 Can usually solve larger issues than
individuals
 Build a more complete understanding to the
process needing improvement
 Rely on mutual support and cooperation
between each other on current project as
well as future encounters
 Increase organizational engagement

8.  Provides a greater understand/transparency of
organizational issues
 Opportunity to be creative and share ideas
 Develop stronger relationships with coworkers
 Ability to learn/enhance new skill sets
 Satisfaction of solving a chronic problem that
attracts/retains more customers, increase
revenue, and reduce costs
 Enhance organizational engagement

9.  Develop into highly effective, people-
building, goal-achieving social system
characterized by:
 A climate of high support
 Open communication process
 Organizational goal achievement
 Creative problem solving
 Individual achievement
 Commitment
 Improve organizational efficiencies

10.  Improve employee morale
 Remove areas of conflict
 Develop creative skills
 Improve leadership and communication skills
 Enhance problem solving techniques
 Improve management/employee relationships
 Project an environment that management listens

11.  Power is derived from management authority
 Empowered by virtue of power that was
granted
 Process charter helps develop
empowerment
 Team member have control over team
performance and behavior
 Control - autonomy
 Information – up/down
 Resources – access to resources

12.  Ensure consistency of purpose
 Reinforce positive results
 Remove roadblocks
 Share business results
 Provide a sense of mission (project charter)
 Empower

14. Factor
Group Size Smaller groups allow for high cohesiveness;
Low cohesiveness groups with many
members can benefit from splitting into two
groups.
Managed Diversity Diverse groups often come up with better
solutions.
Group Identity Encouraging a group to adopt a unique
identity and engage in competition with
others can increase cohesiveness.
Success Cohesiveness increases with success;
finding ways for a group to have some small
successes increases cohesiveness.

16.  Formal
 A group that managers establish to achieve
organization goals.
 Informal
 A group that managers or non-managerial
employees form to help achieve their own
goals or to meet their own needs.

17. Type of Team
Top-management
team
A group composed of the CEO, the president,
and the heads of the most important
departments
Research and
development team
A team whose members have the expertise
and experience needed to develop new
products
Command groups A group composed of subordinates who
report to the same supervisor, also called a
department or unit
Task Force/Ad Hoc
Teams
Members are selected based on their
experience and directed by management to
look into specific areas such as the
modernization of a piece of equipment or
soultion to a customer complaint. Generally
these teams disband upon completion of
their assignments

18. Type of Team
Self-managed work
team
A group of employees who supervise their
own activities and monitor the quality of the
goods and services they provide.
Virtual team A team whose members rarely or never meet
face to face and interact by using various
forms of information technology such as
email, computer networks, telephone, fax and
video conferences.
Cross Functional
Teams
Made of individuals who represent different
departments or functional teams across
boundaries. These teams promote the
acceptance and change throughout the
organization. Solutions tend to be
technically superior and more easily
accepted.
Interest group An informal group composed of employees
seeking to achieve a common goal related to
their membership in an organization.

19.  When selecting a team need to identify the
parts of the organization most closely
associated with the problem:
 Where the problem is observed
 Where the sources or causes of the problem
might be felt
 Among those with special
knowledge, information, skill
 Any area that can be helpful in developing a
resolution

20.  Never impose an individual on a team
 Use entire team in the selection team
 Entire team conducts interview(s)
 All members of team submit one vote

21.  Doesn’t occur often
 Might not have the skills, knowledge required
 Demonstrate little to no interest in team
 Personality conflicts
 To stretched or stressed by other commitments
and/or issues
 Both team members and leader needs to have
frank discussions with individual prior to decision

22.  Generally team size for almost all projects
should be kept at a 6 – 10 individuals
 Self-directed team can have as many as 12
– 15
 Especially if dealing with
policy, practices, operations
 Cross functional teams (Lean) 8 – 12
 Usually disbands upon completion of project

23.  To achieve optimum performance diversity is
highly suggested
 Team members:
 Some are primarily task orientated
 Those with intimate knowledge of process
 Individuals who are nurturers, encourage,
communicate
 Members who are creative and innovative
 Individuals are not assigned these roles but
should be picked for such attributes

24.  Action-orientated roles:
 Shaper: highly motivated people with lots of
drive, energy, and need for achievement. May
be viewed as aggressive extroverts.
 Implementer: Well organized and have
practical sense. Favor hard work and tackle
issues in a systematic fashion.
 Completer: Great capacity for follow-through
and attention to details. Seldom start what
they cannot finish.

25.  People-orientated roles:
 Coordinator: Ability to cause others to attain
shared goals. They can spot individual talent
and use the, to pursue group objectives.
 Team Worker: Most supportive members of a
team. Sociable and adaptive to different
situation and people.
 Investigator: Excellent communicators both
inside and outside the organization.
Extroverted and enthusiastic.

26.  Problem-solving roles:
 Plant: Innovators and can be very creative.
Provide seeds and ideas for major
developments
 Evaluator: Serious and pragmatic individuals.
Slow to decisions and posses critical thinking
ability.
 Specialists: Self-starting professionals, Pride
themselves in acquiring technical skills and
specialized knowledge

27. Role Strengths Weaknesses
Shaper Brings the drive and courage to
overcome obstacles.
Committed to achieving ends.
Offend people and may display
aggression, multiple shapers
can lead to conflict
Implementer Turn ideas into practical
actions. Work in a practical
and realistic way.
Conservative, inflexible, and
slow to respond to new
possibilities
Completer Find error and omission.
Deliver contributions on time
and pay attention to details
Worrisome and reluctant to
delegate. Tend to be over
anxious.
Coordinator Positive thinker who supports
goal attainment and efforts in
others. Clarify goals and
delegate.
May be seen as manipulative.
May not stand out in team
Teamworker Tend to keep team spirit up and
allow other members to
contribute.
Tend to be indecisive in
moments of crisis and are
reluctant to offend
Resource
Investigator
Explore opportunities and
develops contacts. Good
negotiators.
Over-optimistic and may lose
interest quickly. Are not
sources of original information.
Plant
Innovator
Brings creativity, ideas, and
imagination to a team. Can
solve difficult problems.
Ignore incidental and may be
too preoccupied to
communicate effectively.
Monitor
Evaluator
Not deflected by emotional
arguments. Are serious
minded and bring objectivity
and judgment to options.
May appear dry, boring, and
overcritical. Are not good at
inspiring others.
Specialist Bring dedication and initiative.
Provide needed knowledge and
technical skills.
Contribution may be only on a
narrow front and dwell on
technicalities.

28.  Master Black Belts/Black Belts
 Green Belts
 Executive Sponsors
 Champions
 Process Owner
 Team Leader
 Team Member
 Recorder
 Timekeeper

29.  Forming
 Storming
 Norming
 Performing
 Adjourning

30.  Forming
 Beginning of team life
 Expectation are unclear
 Interactions are superficial
 Members test the water
 Storming
 Consists of conflict and resistance to task/structure
 Authority issues
 Vision/values dissonance
 Most difficult stage to work through

31.  Norming
 Sense of group cohesion develops
 More energy on data collection and analysis
 Develop norms for resolving conflicts, making decisions and
making completing assignments
 Performing:
 The payoff stage
 Relationships have been developed
 Team tackles tasks at hand
 Works effectively and cohesively
 May still have ups and downs
 Adjourning
 Team disbands
 Celebration!

32. Norming
Members:
cooperate
Performing
Members:
show maturity
focus on the process
achieve goals
operate smoothly
Q)
(J
c:
ro
E
.
'
g
-
Storming ·
Members:
talk things out
focus on objectives
have fewer conflicts
Q)
a.
Forming
have confrontation
think individually
are learning roles
have divided loyalties
Members are:
inexperienced
excited
anxious
proud
Time
Figure 4.6 Schematic of Team Development Phases

33. "
Stage 1 FORMING -
''
Stage 2 STORMING
BEHAVIORS
Lack of task focus
Difficulty in defining problems
Uneven participation
Ineffective decision making
Resistance to team building
FEELINGS
Excitement, anticipation, and pride
Shaky alliance to the team
Suspicion, fear, and anxiety
Roles and responsibilities are unclear
HOW TO IMPROVE
Take time to become acquainted
Establish mission and goals
Establish team ground rules
Add structure to meetings
Train members in team concepts
Encourage equal participation
BEHAVIORS
Problem solving is superficial
There is petty arguing
Hidden agendas and cliques emerge
Decisions don't come easily
Plenty of uncertainties persist
FEELINGS
Resistance is seen
Individual attitudes vary widely
Anger and jealousy abound
HOW TO IMPROVE
Follow a problem solving format
Clearly define roles .
Debrief meetings for content and process
Deal openly with conflict
Work to expose hidden agendas
Focus team on goals
Stage 3 NORMING Stage 4 PERFORMING
BEHAVIORS
Attitudes improve
Trust and commitment grow
Some goals and objectives are achieved
Feedback becomes regular and objective
Conflicts are dealt with and resolved
The leader receives respect
Some leadership is shared by the team
FEELINGS
Comfort with giving feedback
Comfort with receiving feedback
Sense of cohesion and spirit
Friendlier and more open exchanges
HOW TO IMPROVE
Evaluate team performance
Periodic summaries of progress
Create ties outside of the team
BEHAVIORS
Members to work through problems
Members manage the group process
There is creativity and informality
High levels of unity and spirit are seen
Close bonds form
FEELINGS
Self improvement is noted
Acceptance of weakness
Appreciation of strengths
Satisfaction with team progress
Team knows clearly what it is doing
HOW TO IMPROVE
Promote openness
Permit more self direction
Establish new goals
(Tuckerman, 1965)39

34.  Build Phase (Forming/Storming)
 Group will be uncertain
 Group lacks cohesiveness
 Group will not easily develop consensus
 Leader exhibits high task/high relationship style
 Develop Phase (Norming)
 Task related work is assumed by group
 The group must work to involve non participants
 Leader exhibits a low task/high relationship style
 Team focuses on presentation, tasks, and
relationships

35.  Optimize Phase (Performing)
 Members prioritize and perform tasks
 Members workout decision is a caring way
 Conflict is accepted, but cooperation is
preferred
 Team leader is a delegator and exhibits a low-
task/low-relationship style
 Team exhibits a high-task/high relationship
style

36.  Recognition and Reward
 Groupthink
 Risky-Shift
 Social Loafing

37.  Given to provide positive reinforcement or to correct a
behavior
 Effect depends on the perception of person receiving it
 Can be grouped in the following:
 Material items of significant value
 Material items of incidental value
 Intangible items:
Satisfaction Thanks
Pleasure Admiration
Friendship Notoriety
Learning Prestige
 Team rewards need to be same across the board

38. Defined as: “ A mode of thinking that people engage in when they are deeply
involved in a cohesive in-group, when the members striving for unanimity
override their motivation to realistically appraise alternative courses of
action.” Irving Janis (1971)
 Eight Symptoms of Group Think
1. Illusion of invulnerability
 Feeling the group is above criticism
2. Belief in inherent morality of group
 Group is inherently right and above reproach
3. Collective rationalization
 Refusing to accept contradictory data
4. Out-group stereotypes
 Refusing to look realistically at other groups

39. 5. Self-censorship:
 Refusing to communicate personal concerns to the
group as a whole
6. Illusion of unanimity:
 Accepting consensus prematurely, without testing
iit completeness
7. Direct pressure on dissenters:
 Refusing to tolerate a member who suggests the
group may be wrong
8. Self-appointed mindguards:
Protecting the group form disturbing ideas or
viewpoints from outsiders

40.  Most members believe that proposed
solutions are fairly conservative
 In reality teams get swept up with expansive
and expensive remedies
 Have team members ask if it was their
personal money would they still risk it on
proposed solution?

41.  The tendency of individuals to put forth less effort in
a group than individually.
 Results in possibly lower group performance and
failure to attain group goals
Reducing Social Loafing
 Make individual efforts identifiable and accountable.
 Emphasize the valuable contributions of individual
members.
 Keep group size at an appropriate level.

42. Floundering
Dominant
Participants
Overbearing
Participants
Negative
Nellies
Opinions as
Facts
ï Team direction is unclear
ï Members seem overwhelmed
ï Decisions are postponed
ï Members interrupt others
ï Members dominate the conversation
ï A member has excessive influence
ï A member has legitimate authority
ï A member is an "expert"
ï Members say "We tried that already"
ï Members defend their turf
ï Members are negative of suggestions
ï Members present opinions as facts
ï Members make unfounded assumptions
ï Self assurance seen as unquestionable
ï Leader must provide clarity
ï Review the team purpose
ï Ask "How can we proceed?"
ï Promote equal participation
ï Structure the discussion
ï Reinforce team concepts
ï Ask the expert to lead the group
ï Have a private discussion with "expert"
ï Reinforce the positive
ï Ask for other points of view
ï Separate idea generation from criticism
ï Ask for support data
ï Question opinions and assumptions
ï See groupthinJ< discussion
Shy Members • Members are reluctant to speak
ï Members afraid of making mistakes
ï Structure group participation
ï Direct conversation their way
Jump to
Solutions
ï Members rush to accomplish something •
ï Members avoid data collection and analysis •
ï Members want immediate decisions •
Reinforce the need for data analysis
Ask for alternate solutions
Slow the process down
Attributions
Put-downs
(Discounts &
Plops)
ï Members make casual inferences
ï Members don't seek real explanations
ï Members make psychological judgments
ï A member's comments are ignored
ï Members are not listening
ï The meaning of a suggestion is missed
ï Sarcasm is noted
ï Challenge assumptions
ï Challenge judgments
ï Ask for data to support conclusions
ï Encourage active listening
ï Encourage equal participation
ï Talk to parties privately
ï Promote uniform idea consideration
Wanderlust • Conversations stray from the main topic • Follow a written agenda
(Tangents & • Sensitive issues are avoided • Reinforce team operating guidelines
Digressions) • Group pursues tangents • Redirect the discussion
Feuding • Win-lose hostilities emerge • Confront the adversaries alone
ï The team takes entrenched sides • Reinforce team operating guidelines
ï Some members become spectators • Replace the guilty parties if necessary
Risky-Shift • Expansive and expensive remedies are • Ask "If this were my personal money

43. Well Functioning Teams PoorlyFunctioningTeams
There is a firm team identity Members do not identify with the team
Conflict is openly discussed There are open or covert personality conflicts
Team members support each other Relationships are competitive
Members enjoy each other Members are defensive
Decisions are made by consensus Decisions are made bya few members
Meetings are efficient and task oriented Meetings are unproductive
There is growth and learning Minor points are debated
All members participate in discussions Members are late, passive, or do not attend
Members are kept informed. Minutes are kept No record of progress is kept
There is ongoing performance feedback Feedback awaits the end of the project
Members listen well There are frequent interruptions
Team members help set objectives Most goals are predetermined for teams
Objectives are understood by all members Goals are unclear or poorly communicated
Objectives are realistically set and met Members are oblivious to team goals
Team members are in close physical proximity Physical separation prevents attendance
There are adequate skills and resources Resources are inadequate
There is management and member support There is a lack of organizational recognition
There is strong effective leadership No clear leader is identified
Clear responsibilities are defined Members engage in power plays
Roles are understood and supported by all There is buck-passing of responsibility
Members work as a team Members act independently

44.  Are opportunities to:
 Display skills
 Show accomplishments
 Summarize projects
 Keep line of communication open
 Demonstrate understanding of customer’s
needs
 Evaluate team performance