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78 Cards in this Set
- Front
- Back
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Problem Solving Teams
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Knowledge workers meet to solve a specific problem then disband, e.g. task force.
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Management Teams
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Managers with different functional skills coordinate work.
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Work Teams
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These can be working Katzenbach & Smith group/single-unit leader discipline or at the other extreme SDWT's.
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Virtual Teams
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These may be problem-solving work teams that interact primarily electronically.
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Quality Circles
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Workers and supervisors meet periodically to discuss work related problems.
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Dumaine Trouble with Teams Points
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1. Most common problem - companies form the wrong type of team for the job.
2. Teams are created in a vacuum with little or no training or support. 3. Companies create teams where they are not needed. 4. Teams may be ineffective unless companies can create a hierarchy of teams. - You can't have teams without trust. |
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Basic definition of team
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a working group or team is a set of people interacting to achieve a common goal.
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Katzenbach & Smith "Single Leader" team qualities:
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-Individual accountability.
-Rigorous leader-driven -Individual outcomes. -Functionally specialized tasks -Sum of individual goals = group purpose. |
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Katzenbach & Smith "Working Group" team qualities.
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-Mutual Accountability.
-Adaptable Member developed and enforced working approach. -Collective or joint products or outcomes. Collective work using complimentary skills. -Compelling performance goals . |
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Performance _______ create teams, not the ______ desire to be or have teams.
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challenges; desire
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Goals must be _____ and ______ compelling performance-based goals, not activity based.
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ethic and clear.
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Performance is maximized when _______ and _______ goals are set.
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specific and challenging
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_____ ________ is seldom the primary determinant of team performance.
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Team Leader
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Team basics that define requirements for team performance:
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-Small number (12 or less)
-Complementary skills -Common Purpose -Commonly agreed upon working approach. -Mutual accountability. -(openenss and communication) |
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A real/performing team must learn to use both ______-_____ discipline & _____ discipline according to the situation.
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Single-Leader; Team
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Use a team if:
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There is a need for 2 or more people working together in real time to produce a product.
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Use a team if:
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Leadership role needs to rotate among members.
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Use a team if:
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Both mutual and individual accountability is required.
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________-_______ groups get up to speed faster than real teams.
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Single-Leader
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A person can be on from _ to _ real teams at the same time.
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1 to 4
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_______ teams require agreement on how groupware is used.
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Virtual
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Developing agreement on common purpose, goals and working approac requires:
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face-to-face interaction.
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Early wins are more important for ______ teams than regular teams.
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Virtual
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The leader role is more important and complex in _______ teams than regular teams.
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Virtual
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Planning and Management of goals is more complex as use of teams ______.
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grows.
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Special awards and bonuses for teams, not higher base salary.
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Compensation for teams:
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Demanding performance challenges:
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create teams.
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Potential teams without challenges:
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fail to become teams.
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A deficiancy in any team basic will:
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derail a team.
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Team performance opportunities (opportunity to use teams) in organizations are:
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not well recognized.
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Teams at the top are the most:
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difficult
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In organizations, ___________ accountability is prefferred over ______ mutual accountability.
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Individual; mutual.
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Strong performance standards yeild more realt teams than ___________ of teams.
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Promotion
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High-performance teams are very _____
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rare.
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____________ and teams mix well - Gratton
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Hierarchies
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Teams translate long-term purposes into ____________ ________.
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performance goals.
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Teams can better meet ___________ performance goals.
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Challenging.
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Gratton argues people stay working in an organization because of how they fell about working in their ________ and leave organizations because they hate working in their team.
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organization
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Gratton completes her conclusions based on research of more than ____ teams in action.
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150
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Gratton found that ___% of workers were uncommitted and unexcited about their jobs.
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60%
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Most of the time in organizations, it's business as usual but _______ one finds extraordinary flares of excitement and energy.
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sometimes
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The role of the ______ is to promote:
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hotspots
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Without ________, an organization atrophies.
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innovation
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Gratton argues that organizations tend to encourage _______ that reduces the pleasure of working.
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competition
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Most of us spend ___% of our time working on projects outside of our routine, day to day work.
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30%
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Gratton predicts working on projects with definite beginnings and endings will rise to ___ of our time.
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60%
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_________ people make good team players.
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Cooperative
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The best way to have cooperative people in organizations is for the
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CEO to model cooperative behavior.
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_______ come from tensions, and ______ come from clashes of peole who are very different from each otther.
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Hotspots; tensions
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How can we become a force for good?
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Build a vision, question, or problem that energized people.
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How are teams chosen or organized.
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The most innovative teams are those with a core of memebers and other volunteer because they are interested and excited.
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Large teams are a good idea but operationally a _______
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nightmare
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Teams communicate with each other using ______ (the rules about how people act and behave).
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protocols
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How do we monitor what gets done?
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teams, particularly virtual teams benefit from technology that allows each person's input to be monitored, so feedback occurs frequently.
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Virtual teams should either social and get acquanted first or focus on the task?
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Focus on the task.
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What is best gender for creative teams?
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Women
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Significant performance _________ energize teams in all parts of the organization.
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challenges
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Creating a strong performance ____ creates teams better than merely a pro-team environment.
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ethic
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An individual ____ can co-exist with teams.
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bias
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_________ within teams and organizations creates conditions of performance.
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discipline.
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Teams are more ______ and _________ responsive than traditional organization stuctures.
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flexible and responsive
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Teams support real-time ________ solving.
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problem
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Teams support mutual _____________.
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accountability
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Teams have more fun due partly to their higher _____________.
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performance
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Teams support individual ______ and help individuals adapt to ______.
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change; change
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Possible reasons there is resistance to teams:
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-Some don't believe teams perform better than individuals.
-Most people fear or do not like to work in teams. -People have weak performance ethics. |
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Bruce Tuckman's 5 stages
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Forming, Storming, Norming, Performing, Adjourning
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Working Group
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Individuals who interact to help each other perform their own job and tasks, but there is no significant need for a team.
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Pseduo-Team
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No common purpose or mutually accepted goals
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Potential Team
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Members are attempting to improve performance, but lack clear purpose, not yet refined protocol or common working approach and not reached mutual accountability.
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Real Team
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A small number of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable.
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High Performance Team
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A real team plus members who are deeply committed to one another's personal growth and success.
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