Chapter 5Working in Teams Groups and Teamwork Questions for Consideration Questions for Consideration 1. 2. 3. 4. 5. 6. 7. 8. Why select a team? Does everyone use teams? Do teams go through stages while they work? How do we create effective teams? Does trust make a difference? What if there is a lot of diversity on the team? How do virtual teams work? Are teams always the answer? Teams vs. Groups: What’s the Difference? • Groups – Two or more individuals, interacting and interdependent, who have a stable relationship, a common goal, and perceive themselves to be a group - long term • Teams – Groups that work closely together toward a common objective, and are accountable to one another – short term Exhibit 5-1 Stages of Group Development Prestage I Stage I Forming Stage II Storming Stage III Norming Stage IV Performing Stage V Adjourning . Stages of Group Development • Stage I: Forming – The first stage in group development. characterized by close relationships and cohesiveness . characterized by intragroup conflict • Stage III: Norming – The third stage in group development. characterized by much uncertainty • Stage II: Storming – The second stage in group development. Stages of Group Development • Stage IV: Performing – The fourth stage in group development. when the group is fully functional • Stage V: Adjourning – The final stage in group development for temporary groups. characterized by concern with wrapping up activities rather than task performance . Putting the Five-Stage Model Into Perspective • Groups do not necessarily progress clearly through the stages one at a time • Groups can sometimes go back to an earlier stage • Conflict can sometimes be helpful to the group • Context can matter: airline pilots can immediately reach performing stage . The Punctuated-Equilibrium Model • First phase – The first meeting sets the group’s direction. • Last meeting is characterized by markedly accelerated activity . – The first phase of group activity is one of inertia. – The transition initiates major changes. • Second phase – A second phase of inertia follows the transition. which occurs exactly when the group has used up half its allotted time. • Transition – A transition takes place at the end of the first phase. Exhibit 5-2 The PunctuatedEquilibrium Model (High) Performance Phase 2 First Meeting Transition Phase 1 Completion (Low) A (A+B)/2 Time B . Clear Purpose 2. Open communication 8. Style diversity 12. Informality 3. External relations 11. Self-assessment . Shared leadership 10. Listening 5. Participation 4. Civilized disagreement 6. Clear rules and work assignments 9. Consensus decisions 7.Exhibit 5-3 Characteristics of an Effective Team 1. Characteristics of Ineffective Teams • • • • • • Not sharing issues and concerns Overdependence on the leader Failure to carry out decisions Hidden conflict Not resolving conflict Subgroups . Exhibit 5-4 A Model of Team Effectiveness Work design • • • • Autonomy Skill variety Task identity Task significance • • • • • • Team effectiveness Composition Ability Personality Roles and diversity Size Flexibility Preference for teamwork Process • • • • • Common purpose Specific goals Team efficacy Conflict Social loafing Context • Adequate resources • Leadership • Performance evaluation and rewards . Abilities • Teams need the following skills to perform effectively – Technical expertise – Problem-solving and decision-making skills – Interpersonal skills . Roles in Groups • Task-oriented roles – Roles performed by group members to ensure that the tasks of the group are accomplished • Maintenance roles – Roles performed by group members to maintain good relations within the group • Individual roles – Roles performed by group members that are not productive for keeping the group on task . Exhibit 5-5 Roles That Build Task Accomplishment Initiating Seeking inform ation and opinions Providing inform ation and opinions Clarifying Elaborating Sum arizing m Stating the goal or problem m . aking proposals about how to work on it. setting tim lim e its Asking group m bers for specific factual em inform ation related to the task or problem Sharing inform ation or opinions related to the task or problem s Helping one another understand ideas and suggestions that com up in the group e Building on one another’s ideas and suggestions Reviewing the points cover ed by the group and the different ideas stated so that decisions can be based on full inform ation Periodic testing about whether the group is nearing a decision or needs to continue discussion Consensus Testing . Exhibit 5-5 Roles That Build and Maintain a Team Harmonizing Compromising Gatekeeping Mediating conflict among other members. Establishing a climate of acceptance in the group Encouraging . relieving tensions Admitting error at times of group conflict Making sure all members have a chance to express their ideas and feelings and preventing members from being interrupted Helping a group member make his or her point. reconciling disagreements. Group Size • Research Evidence – Smaller groups faster at completing tasks – When problem-solving. larger groups do better . Roles of Team Leaders • Creating a real team • Setting a clear and meaningful direction • Making sure that the structure will support working effectively • Ensuring that the team has a supportive organizational environment • Providing expert coaching . Exhibit 5-6 Dimensions of Trust . and good judgment in handling situations • Loyalty – Willingness to protect and save face for a person • Openness – Willingness to share ideas and information freely .Dimensions of Trust • Integrity – Honesty and truthfulness • Competence – Technical and interpersonal knowledge and skills • Consistency – Reliability. predictability. • Demonstrate competence. . • Be fair. • Show consistency in the basic values that guide your decision making.Building Trust • Demonstrate that you’re working for others’ interests as well as your own. • Be a team player. • Speak your feelings. • Practice openness. • Maintain confidence. Exhibit 5-7 Advantages and Disadvantages of Diversity Advantages • Multiple perspectives • Greater openness to new ideas • Multiple interpretations • Increased creativity • Increased flexibility • Increased problemsolving skills • • • • • Disadvantages Ambiguity Complexity Confusion Miscommunication Difficulty in reaching a single agreement • Difficulty in agreeing on specific actions . Teams and Workforce Diversity • Impact of diverse groups – Diversity in personality age. which leads to improved decision making – Cultural diversity in groups initially leads to more difficulty in building cohesion. which stimulates creativity and idea generation. gaining satisfaction. being productive • Problems pass with time (certainly by three months) • Culturally diverse groups bring more viewpoints out . gender and experience promotes conflict. • Advantages – Can do all the things other teams do. but at a distance • Disadvantages – Lack paraverbal and nonverbal cues. and have limited social contact .Virtual Teams • Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal. Building Trust on Virtual Teams • Start with an electronic “courtship” and provide some personal information • Assign clear roles so members can identify with each other • Have good attitudes (eagerness. and intense action orientation) in messages • Address feelings of isolation • Provide recognition and feedback . enthusiasm. Beware! Teams Aren’t Always the Answer • Questions to determine whether a team fits the situation: – Can the work be done better by more than one person? – Does work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? – Are members of the group interdependent? . – The impact of size on a group’s performance depends upon the type of task in which the group is engaged. – A group’s demographic composition is a key determinant of individual turnover.Summary and Implications • The introduction of teams into the workplace has greatly influenced employee jobs • Factors affecting group performance – Norms control group member behaviour by establishing standards of right and wrong. . – Status inequities create frustration and can adversely influence productivity. establish specific goals – They have the leadership and structure to provide focus and direction – They hold themselves accountable at both the individual and team levels – There is high mutual trust among members .Summary and Implications • High-performing teams have common characteristics: – They contain people with special skills – They commit to a common purpose. To do so.Summary and Implications • It is difficult to create team players. managers should: – Select individuals with interpersonal skills – Provide training to develop teamwork skills – Reward individuals for cooperative efforts . OB at Work . 3. Contrast the pros and cons of having diverse teams. How can teams increase employee motivation? 2. What are the characteristics of an ineffective team? 6. What are the characteristics of an effective team? 5. What is the difference between task-oriented roles and maintenance roles? 7. What are the five dimensions that underlie the concept of trust? 9. 10. rather than letting an individual perform a given task? .For Review 1. What is the punctuated-equilibrium model? 4. What conditions favour creating a team. How can a team minimize social loafing? 8. Describe the five-stage group development model. For Critical Thinking 1. 3. if any. 2. do you expect that workforce diversity has on a team’s performance and satisfaction? . How could you use the punctuated-equilibrium model to better understand team behaviour? Have you experienced social loafing as a team member? What did you do to prevent this problem? Would you prefer to work alone or as part of a team? Why? How do you think your answer compares with that of others in your class? What effect. 4. Sports Teams as Models • Good Models – Successful teams integrate cooperation and competition – Successful teams score early wins – Successful teams avoid losing streaks – Practice makes perfect – Successful teams use halftime breaks – Winning teams have a stable membership – Successful teams debrief after failures and successes • Poor Models – All sport teams aren’t alike – Work teams are more varied and complex – A lot of employees can’t relate to sports metaphors – Workteam outcomes aren’t easily defined in terms of wins and losses . What can the members of your group do to reduce social loafing? 2. One of the members of your team continually arrives late for meetings and does not turn drafts of assignments in on time. Consider a team with which you’ve worked. 1. In general this group member is engaging in social loafing. . Was there more emphasis on task-oriented or maintenance-oriented roles? What impact did this have on the group’s performance? 3. Identify 4 or 5 norms that a team could put into place near the beginning of its life that might help the team function better over time.Breakout Group Exercises • Form small groups to discuss the following topics. and beauty • Stage 1 (12 minutes). No building allowed. and 2 marking pens (1 red. Plan your construction. 1 green) • Using these materials you will build a paper tower that will be judged on: height.Paper Tower Exercise • Each group will receive 20 index cards. where they will be judged by the class. Be sure to put your group # somewhere on the tower. • Towers will be delivered to the front of the room. • Stage 2 (15 minutes). . stability. Construct the tower. 12 paper clips. on average • Did your group have a leader? Why or why not? • How did the group respond to ideas during the planning stage? • Did you have task-oriented roles? Maintenance-oriented roles? How helpful and/or effective were these roles? • To what extent did you follow the five-step model of group development? • What were helpful behaviours? Non-helpful behaviours? Why? .Paper Tower Questions • What percent of the plan did each member of group contribute. Conducting a Team Meeting • 12 steps to more efficient and effective meetings: – – – – – – – – – – – – Prepare a meeting agenda Distribute the agenda in advance Consult with participants before the meeting Get participants to go over the agenda Establish specific time parameters Maintain focused discussion Encourage and support participation of all members Maintain a balanced style Encourage the clash of ideas Discourage the clash of personalities Be an effective listener Bring proper closure .