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103 Cards in this Set
- Front
- Back
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What is a team? |
A group of people who are interdependent with respectto information, resources, and skills and who seek tocombine their efforts to achieve a common goal |
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Five key defining characteristics of a team |
Teams exist to achieve a shared goal Team members are interdependent regarding some common goal Teams are bounded and stable over time Team has the authority to manage their own workand internal processes Team operates in a social system context |
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Why have teams |
Information Technology• Competition Globalization Culture Multi-Generational Teams |
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Types of teams |
Manager-led teams Self-managing or self regulating teams Self-directing or self-designing teams Self-governing teams |
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notes about team and teamwork |
teams arent always the answer managers fault wrong causes of failure Managers dont teach teamwork Bad view of failure Conflict isn't always bad strong leadership not always required Good teams can still fail Team retreats won't fix issues |
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Most common types of teams |
Management teams Cross-functional projectgroup Service and operations |
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team size and longevity |
Avg size: 11.92 ppl Modal team size: 8 ppl Exist for 1-2 years (39%) |
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Frustration about team work |
Develop & sustain motivation Minimize confusion & coordination probs Foster creativity & innovation |
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explain not all groups are teams |
. Word team loosely used and gets in the way of applying required discipline for good performance . Teamwork values aren't enough for performance . Includes individual result and collective work product . Requires individual and mutual accountability . Towards a shared Goal |
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Team building skills |
Accurate diagnostic of team problems - look for causes after they find effects - Hindsight bias Research based intervention - Based on scientific theory Expert learning - Double loop - Inert knowledge problem (experience & example based learning is more effective) Applying evidence-based research and ‘learning by doing’(including failures) provides core skill-building |
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2 responsibilities for managing effective teams |
1. internal dynamics (task, members, team process) 2. Organizational envir (relationships, external dynamics) |
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3 aspects of internal system of teamwork |
Task (What) People (who) Process (how) |
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Team goals |
Mission statement (team charter) All aware Common error: assume all know why they are there and in team Goal should be clear and simple |
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Focus of the team |
Tactical Problem Solving Creative Teams |
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Roles and responsibilities |
Strategic core: certain team roles are more iportant for performance backing-up behaviour: help members obtain the goal as defined by role |
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Interdependence |
Pooled interdependence Sequential interdependence reciprocal interdependence |
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Types of tasks |
Demonstratable (one right answer. Construction) Non-demonstratable (consulting, multiple answers. Need to know indices used to assess performance) |
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team member's interests |
Aligned (cooperative) or opposing (competitive) |
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Effects of larger teams |
Underestimate labor hours required Less cohesive Less cooperative More self-conscious |
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Effects of smaller teams |
work harder engage in more tasks more responsability towards performance more involved in team |
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Time pressure |
With deadline & resources - more likely to work hard and dedicate time to task Capacity problem -not enough time Capability prob - too hard AFM |
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AFM |
Attentional focus model time pressure affects team performance. Time pressure increase, focus shifts to what the team judges as most salient task and the rest is put aside |
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skills when forming group |
Technical or functional expertise (diverse knowledge) Task management skills (informing, seeking, elaborating, orienting, challenging, ...) Inter-personal skills (encouraging, compromising, reflecting, following, ...) |
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How to know who knows what |
Self report Past accomplishments 360 report |
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Member initiated team selection |
Attributes & relationships |
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pros of diversity |
Improved teamperformance Expanded talent pool Multiple viewpoints Decision making Competitive advantage |
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Cons of diversity |
Unconscious homogeneity • Surface vs deep-level Perceived vs actual • Fault-lines (subgroups) • Conflict • Solos and tokens (minorities) |
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Surface VS deep diversity |
Surface: gender, race, age Deep: attitudes, opinions, information, values |
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Process Issues |
Team structure (structured by team leaders and respected by members) Team Norms High learning orientation (psychological safety) Effective Coaching |
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Effective coaching |
Appropriate use of collective ressources Team must be well designed and the context must be supportive Focus on salient task When team is ready to incorporate change |
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Cooperative structure VS Competitive VS individualistic |
cooperative: postive correlation for goal attainment of group members Competitive: negative correlation Individualistic: No correlation Best: cooperation |
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Team-based reward |
Incentives: money to reach KPIs Recognition: Award for performing beyond expectation (cash or non cash) Profit sharing: share of corporate profit Gain-sharing: % of value of increased productivity distributed under prearanged formula |
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Issues with performance based rewards |
Team vs individual Measure Autonomy Meaningfulness |
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Balance in terms of performance |
Balance between authority to teams and holding it from them. Too much invidividual: work only for own goals, internal competition Too little: social loafing |
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360 feedback |
Employee feedback from supervisors, subordinates, coworkers, suppliers and end-user Highest plotted should be highest paid |
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Reward - best practices |
Use measures of individual and teamperformance Use measures of processes and outcomes Developperformancemeasuresusinginputfrom inside and outside the team Gather performance information using sourcesfrom inside and outside the team Foster team learning and development, and Reward both individual and team performance. |
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Why groups norms |
o Facilitate group survival o Simplify, or make predictable, what behavior isexpected o Help the group avoid embarrassing interpersonalproblems o Express the central values of the group and clarifywhat is distinctive about the group’s identity |
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How group norms form |
Explicit statements Primacy Carry-over Critical events |
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Entativity |
degree to which perceive as a unified, single team or collective. Feels that the group fills their needs and identify with it We instead of I Agree on what is most fundamental, greater entativity |
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Group Identity |
Group membership is a part of who they are. Sense of belonging. Stressed when attitudes differ from those of their group |
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Team fusion |
refers to blurring ofthe self-other barrier in a group, and group membership is intensely personal their sense of selfbecomes nearly indistinct from their view of themselves as a group member |
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Multiple identities |
have several group identities. For example, somepeople have individual identity, student identity, and their American identity |
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Common identity |
the attachment thatpeople feel for their groups is rooted into bonds based on the group as a whole(common identity) and bonds felt for particular group members (common bond) |
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Relational andcollective identity |
relational identityis based on important relationships to particular people and collectiveidentity is based on group memberships high collectiveidentification, diversity in expertise promotes team learning and performance. |
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Group potency |
Thecollective belief that the group can be effective "We can" more important than actually ability |
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Collective efficacy |
Anindividual’s belief that a team can perform successfully Characteristicsof groups with a high/strong sense of collective efficacy o Set more challenging goals o Persist in the fact of difficulty o High likelihood of success |
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BAG Scale |
Belief about group 4 key factors: group preference, positive perfomance belief, negative performance belief and effort belief |
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Group emotion |
Comes from bottom up (those in group_ and top-down (emotions in the company) Emotional contagion - emotions of ppl around us influence ours (particularly group leaders) Vicarious effect- emotionsare induced or caused by another person’s emotions Behavioural entertainment - adjusted or modifiedto coordinate or synchronize with another person’s behaviour. Effect: liking the other person, satisfaction with the interaction, greater rapport |
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Emotional Aperture |
the ability to recognize diverse emotions in a team Daily goal progress is strongly related to a manager’semotional aperture |
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Emotional intelligence |
ability to recognizeemotions in ourselves and others to use emotional knowledge in a productivefashion predictsbehaviour and performance, and is positively linked to team performance Peoplewith high EI prefer collaborative solutions in conflicts, are more effectiveteam players and have higher job performance |
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Group cohesion |
Emotional attraction among group members More cohesion § Morelikely to give due credit to their team partners § Areeasier to maintain § Aremore likely to participate in team activities § Haveincreased conformity to team norms § Aremore likely to serve team rather than individual interests § Aremore productive than less cohesive teams Important when task is interdependent Makes better coordination & communication |
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Build team cohesion |
Build team identity Proximity Similarity Challenge - work better with external pressure and rewards |
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Respect VS trust |
Respect is the levelof esteem a person has for another trust is thewillingness of a person to rely on another person in the absence of monitoring Trustworthiness isthe most important attribute for all interdependent relationships |
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Types of trust |
Incentive based (bonus from company) Familiarity Similarity Social networks Implicit (mood, status, exposure, contact, ...) |
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Psychological safety |
Reflects the extent to which people feel they canraise issues and questions without fear of being rebuffed |
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Status system |
takenote of one another’s personal qualities that they think are indicative ofability or prestige Real Status (education, background, IQ) Pseudo-status (age, sex, ...) Perception - overestimate status in group and thus be less likes Status competition - compete to gain leader's attention and approval |
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Lewin model of team dev (40s) |
o Unfreezing o Change o Refreezing |
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Balesand Stodtbeck model of team dev (50’s) |
o Orientation o Evaluation o Control |
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Tuckman model of team dev (60s) |
o Forming o Storming o Norming Performing |
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Group socialization |
how individuals enterinto, and eventually exit, teams Introduction of a newteam members is a process of joint socialization Existing members: S/W of the team New member: understand team goal and process |
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Phases of group socialization |
Evaluation Commitment - “enduring adherence”to the team and team’s adherence to its members Role Transition - non-member toquasi-member to full member |
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Old-timersReactions to Newcomers |
More resistant to temporary newcommers Temp newcommers share unique knowledge and enhance decision quality Critic, then even more resistance Better when distance from old group |
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Newcomer Innovation |
Introduce change: - Commitment to the team - Belief they can devel good ideas for prob solving - Belief they will be rewarded Can be a visitor, a transfer, a replacement or a consultant |
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Turnover effects |
Disrupt group performance when: - highly reciprocal, interdependent - High structure - Complex task |
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Wheelen et al. |
Change in communication patterns across teamdevelopment stages o An Integrated Model of Group Development: (1) Dependency, Safety, Inclusion (2) Counter-dependency and Fight (3) Trust and Structure (4)Work Significant correlation exists between the length oftime that a group has been meeting and the total percentage of dependency statementsgenerated by group members |
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Gersick |
The punctuated equilibrium model of group development,or the special power of the mid-point Groups take the major steps in their work suddenly,when and because members feel it is time to do so, not gradually, as theycomplete a prerequisite amount of work |
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Eriksen and Dyer |
Betweenproject initiations and team launch meetings there is a period during whichimportant decisions are made which exert considerable influence on teamdevelopment and performance High-performing teams mobilized and launchedrelatively quickly § Time –speed to action § Talent– competency-based selection § Task –clarity and collaboration |
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Hidden profiles |
Not all members in the team have same info. Thus can't know the decision alternative fully. Ahidden profile is a conclusion that is apparent only after team members havefully shared information |
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CommonInformation Effect |
Themain determinant of how much a given fact influences a group decision is notthe fact itself, but rather, how many people happen to be aware of this factprior to group discussion Don't work: - Increase discussion time - Seperate reviews and decisions - Bigger teams - More information - Accountability - Pre-discussion polling |
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Reduce common information effect |
- Focus attention on unshared information - Communicate with confidence - Rank over choose - team reflexivity - Not a judgment but rather a problem to be solved - Trust - Virtual teams - Min status differences - No initial judgment - One decision alternative at a time |
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collaborative problem sharing |
Collaborativeproblem solving requires that groups generate new information and makeinferences that no individual group member could have inferred Individual: generated by one team member Shares: as a group, who all have info Collaborative: new info can be inferred by group member infos |
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Team mental model |
A teammental model is a common understanding that members of a group shareabout how something works (predict, understand and solve problems in given situation) Develop by process of team members sharing knowledge, skills and abilities Consider: accuracy and correspondence between mental models of team members |
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TMS |
Transactive Memory System (team mind) ashared system for attending to, encoding, storing, processing, and retrievinginformation 1) knowledge possessed by the team 2) awareness of who on the team knows what |
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Tacit Coordination |
the synchronizationof members’ actions based on assumption about what others on the team arelikely to do |
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Max team perfomance with TMS |
o Work planning o Optimizing human resources o Monitoring stress and pressure o Teams that will work together should train together o Planning for turnover |
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Team learning |
Environment Newcomers Vicarious experience threat, change and failure |
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Changes in older teams |
Together for more than 5 years - Behavioural stability - Selective exposure - Group homogeneity - Role differentiation Too much routine hinders communication and innovation Design teams who objective is to be innovation experts to create and transfer org best practices |
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decision making sequence |
o Gathering, interpreting, and exchanging information o Creating and identifying alternative courses of action o Choosing among alternatives o Implementing a choice and monitoring it consequences |
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Group decision rule |
Greatest number prefer Fewest number object to Maximize welfare Teamsrequired to reach consensus have greater accuracy than those that are not given creative alternatives to satisfy all interests |
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Decision making pitfalls |
· Groupthink · Escalationof commitment · TheAbilene Paradox · Grouppolarization · Unethicaldecision-making |
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Groupthink |
Groupthink involves adeterioration of mental efficiency, reality testing, and moral judgement as aresult of group pressures toward conformity of opinion Symptoms: - overestimation of the group (invaluable and morally correct) - Closed-mindeness (collective rationalization and stereotyping out-group) - Pressure to uniformity (all members must think alike) Ex.: Bay of pigs, War in Vietnam, Enron |
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Avoid groupthink |
Smaller team sizes (they feel more personally responsible) Face saving mechanisms (excuse for poor performance less likely to groupthink) Risk technique (discuss risk before potential gains - express doubt and be open to criticism) Invite different perspectives Devil Advocate Discussion principles (avoid premature decisions) Second alternative solution Beware of time pressure |
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Escalation of commitment |
Teams, will persist with a losing course ofaction, even in the face of clear evidence to the contrary Project determinants - negative feedback seems temporary setback Psychological determinants - cognitive andmotivational factors that propel people to continue with a chosen course ofaction Social determinants - do what will please others Structural determinants - institutionnalized. Can't be removed or questionned |
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Avoid escalation of commitment |
Set limits (KPIs) Avoid bystander effect (not sure how to behave and don't do anything by fear of being silly) Avoid tunnel vision (give several perpectives) Recognize sunk costs Avoid bad mood External review |
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Abilene Paradox |
Teammembers don’t challenge one another because they want to avoid conflict and feel this is what the others want orachieve consensus, through self-limiting behaviour Because: - Someone with expertise - Compelling argument - Lack of self-confidence - Trivial decision - Pressure to conform - Dysfunctional decision making climate (lack of passion) |
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Avoid Abilene Paradox |
- Confront issue in team setting - Private vote - Minimize status difference - Scientific method - Forum for contreversy - Failure acceptance - make mistakes, own up and move on |
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Group polarization |
· Thetendency for group discussion to intensify group option, thus producing moreextreme judgements that might be obtained by pooling individual’s viewsseparately Why: - need to be right - need to be liked - conformity pressure |
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Unethical decision making causes |
- Rational expectation model (maximize own utility & self-interest) - False consensus ( belief others share same opinion) - Vicarious Licensing (more likely to cheat if never cheated before) - Desensitization (easier once the line is crossed) |
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Avoid unethical decision making |
- Accountability - Contemplation - Eliminate conflicts of interests - Culture of integrity - Future self orientation |
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Creativity |
Produce novel, useful ideas Form new concepts with existing knowledge Least understood element of teamwork Creativityis highly correlated with intelligence, motivation, ambition, persistence,commitment, determination, education, and curiosity want creativity in problem solving and creative teams. Not in tactical teams. |
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Ideation |
Theproduction of novel and useful ideas – that ability to form new concepts usingexisting knowledge |
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Innovation |
Therealization of novel and useful ideas in the form of products and services |
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Structural connectedness |
Ideas thatwork with existing products or services Realistic ideas: ideas connected to current knowledge Idealistic ideas: ideas disconnected from currentknowledge |
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Creative realism |
Arethe most desirable because they are highly imaginative and highly connected tocurrent structures and ideas encourageteam members to generate ideas in all quadrants to maximize probability of good ideas |
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Measure creativity |
Fluency - quantity Flexibility - types of ideas (quantity) Originality - unusual and unique ideas |
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Keys skills in creative thinking |
- Convergent thinking (one single answer, feasibility and practicality) - Divergent thinking (task conflict stimulates this. No boundaries) Teams better at convergent. Debate more creative than brainstorm Independently working better at divergent |
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idea processes for leveraging creativity |
Exploration: activities such as search, risk taking, andexperimentation around an idea Exploitation: refine and implement an idea need a balance between both engage in explorationto the exclusion of exploitation are likely to find that they suffer the costsof experimentation without gaining many of its benefits, and will exhbit toomany underdeveloped new ideas and too little distinctive competence |
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KnowledgeBrokering |
use old ideas as ‘rawmaterial’ Cycle: 1. Capture good ideas 2. Keep good ideas alive 3. Imagine new use for good ideas 4. Test and learn |
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Attributes of anInnovative Organization |
Challenge / involvment Freedom Idea time Trust / openess Playfulness / humor Conflict (-) Debate Risk Taking |
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brainstorming
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Alex Osborn - maximize the quality and quantity of ideas and deferidea judgement 4 rules: Expressiveness (express whatever comes to mind) Non evaluation (no criticism) Quantity Building (modify and extend the ideas on the table) Solitary most productive |
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Threat to team brainstorm effectiveness |
Social loafing Conformity Production Blocking (can't express idea because other's are talking) Performance matching (converge ideas over time, match performance to lesser member of team) |
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Enhance team creativity |
Set high-quantity goals (quantity) Competition (low to intermediate) Focus on categories (small set) Explicit set of rules (IDEO) Increase individual accountability (who contributed what) Energizing states (positive & low-evaluative context - stress) Analogical reasoning (applying one concept or idea from a particular domainto another domain) |
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Improve brainstorming effects |
· Usetrained facilitators · Takebrief breaks · Backgroundnoise helps concentration · Feedback · Othertools and techniques (brain writing, delphi group, electronic, stepladder) - Mix it up |
