1. Chapter 10 Group Dynamics and Work Teams
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

2. Objectives List the benefits and liabilities of teams
Identify what requirements must be in place to set the stage for successful work teams
Describe two models of group development
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

3. …Objectives Distinguish between group content and group process
Explain and diagnose group process behaviors that either help or hinder group effectiveness
Describe and recognize task and maintenance behaviors
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

4. Benefits and Liabilities of Teams
Benefits of Teams
Faster decisions
More accurate decisions
Large tasks handled
Greater understanding of decisions
Greater commitment to decisions
Liabilities of Teams
Greater costs
Slower decisions
Less accurate decisions
Damaged relationships
More extreme decisions
Key for managers – enhance benefits; minimize liabilities
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

5. Defining Team Effectiveness
Components of Team Effectiveness
Output
Quantity, quality and timeliness of the productive output of the team
Social Processes
Capability of members to work interdependently
Learning
Knowledge and well-being of members
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

6. Manager’s Responsibilities in Creating Effective Work Teams
Use of Team
Manager
Team Context
Team Members
Task
Process
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

7. When Should Teams Be Used to Make Decisions?
Task Characteristics
Complex
Large
Requires inputs from multiple sources
Uncertain
Member Characteristics
Task and interaction skills
Motivated and willing to work on the task
Trusted to work toward organizational goals
Team Characteristics
Resources to complete task
Responsibility and authority to complete the task
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

8. Managing the Team Context
Secure resources
Manage team’s reputation
Coordinate with other organizational units
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

9. …Managing the Team Context
External Roles
Ambassador
Manage upward relationships
Market the team
Lobby for resources
Scout
Gather information
Manage lateral and downward information searches
Task Coordinator
Manage interdependencies with other units
Coordinate deadlines
Obtain feedback on how team is doing
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

10. Managing Team Members Three factors need to be managed Member Skills
Member Motivation
Member Composition and Diversity
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

11. Managing Team Members – Member Skills
Members need the following skills:
Collaborative problem solving
Conflict resolution
Communication
Goal setting and performance management
Planning and coordination
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

12. Managing Team Members - Motivation
Member Motivation
Minimize social loafing
Establish the proper level and type of rewards
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

13. Managing Team Members - Motivation
Manage social loafing
Social loafing – the tendency for individuals to exert less effort when working in a group
Minimize social loafing by
Make contributions identifiable
Design tasks so they are intrinsically motivating
Assign responsibility and make it public
Have the team set its own goals
Reinforce the team’s social identity
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

14. Managing Team Members - Motivation
Design effective reward systems
Balance team and individual rewards
Use individual rewards when the task requires individual contributions
Use team rewards when a group output is needed
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

15. Managing Team Members – Composition and Diversity
Groups that incorporate multiple viewpoints and perspectives are more effective
Establish a balance of heterogeneous members who share group goals with
Task and interpersonal skill diversity
Demographic diversity
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

16. Managing the Team Process and Task
Two factors need to be managed:
Stages of group development
Task and interaction requirements of each stage
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

17. Managing the Team Process and Task – Group Development
Tuckman’s Model of Group Development
Adjourning
Performing
Norming
Storming
Forming
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

18. …Managing the Team Process and Task – Group Development
Punctuated Equilibrium Model
Periods of inertia or equilibrium punctuated by a transitional period of radical change that occurs at the midpoint of the group’s calendar life, regardless of variations in duration
Productivity accelerates again right before the group’s time is completed
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

19. …Punctuated Equilibrium Model
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

20. Managing the Team Process and Task – Content Vs. Process
Refers to
“WHAT”
the group is
working on
Process
Refers to
“HOW”
the group
is functioning
Content
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

21. How Can Groups Be Effective?
Need both maintenance and task behaviors
Groups that emphasize content and ignore their
process are just as likely to fail as groups that
emphasize process at the cost of task
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

22. Managing the Team Process and Task – Task Process
Task process focuses on how groups accomplish their work
Set agendas
Figure out time frames
Generate ideas
Choose techniques for making decisions and solving problems
Test agreement
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

23. Managing the Team Process and Task – Task Behaviors
Task behaviors contribute to accomplishing the group task or goal
Initiating
Seeking or giving information or opinions
Clarifying and elaborating
Summarizing
Consensus testing
Orienting
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

24. Managing the Team Process and Task – Making Effective Decisions
Goal is to lengthen the “solution evaluation” phase of group decision making by using:
Structured discussion principles
Guidelines emphasize solution generation and analysis
Second solutions
Team must generate at least 2 solutions
Procedures for generating multiple perspectives
Adopt perspectives of other stakeholders
Use the “two-column method”
Appoint a devil’s advocate
Notes:
The two column method: group lists advantages and disadvantages for every solutions alternative (similar to drawing a line down a piece of paper and listing the pros and cons)
Devil’s advocate: person assigned specifically to point out problems with the group decision and plans; be sure that the dissent is authentic rather than contrived; avoid generating straw arguments that appear to question the decision but are actually easy to refute
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

25. Managing the Team Process and Task – Building Cohesion
Cohesion is the degree to which members want to be a part of the group
Cohesive groups are better at achieving their goals (positive or negative) than noncohesive groups
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

26. …Managing the Team Process and Task – Building Cohesion
Cohesion can be increased by:
Small group size
Group success
Common threat
Exclusivity
Perceived similarity among members
Intergroup competition
Exclusivity refers to prestige of the group or to the difficulty of joining the group. Groups that are more difficult to join or have higher prestige tend to have higher cohesion
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

27. Managing the Team Process and Task – Maintenance Process
How do groups function to meet members’ psychological and relationship needs?
Leadership
Membership
Norms
Communication
Influence
Conflict management
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

28. Managing the Team Process and Task – Maintenance Behaviors
Creating a good climate for work and
relationships that permit maximum use of
member resources
Gate-keeping
Encouraging
Harmonizing and compromising
Standard setting and testing
Using humor
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

29. Managing the Team Process and Task - Self-Oriented Emotional Behavior
Such behavior interferes with effective group functioning
Issues that occur and reoccur at various points in a group’s development
Identity
Control and power
Goals
Acceptance and intimacy
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

30. Styles of Reducing Tension and Expressing Emotion
Pure Types
Friendly Helper (tender emotions)
Tough Battler (tough emotions)
Logical Thinker (denial of all emotions)
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

31. Effectively Using Our Emotional Resources
Accept our personal feelings
Understand feelings in a group
Identify what triggers emotion
Express emotion differently and ask for feedback
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

32. Group Norms - Defined
A norm is an unwritten, often implicit, rule that defines the
attitudes and behaviors characterize a “good” versus a “bad” group member OR
group members’ acceptable behavior, attitudes, and feelings
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

33. Transition from Group to Team
Practice and Effort
Group
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

34. Teambuilding Teambuilding efforts encourage team members to
Establish goals and priorities
Define team member roles
Examine and determine team task and decision-making procedures
Examine and determine team interpersonal relationships and norms
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

35. Types 0f Organizational Teams
Self-managed teams - Members determine how the team will accomplish goals and work process(es)
Virtual teams - Geographically dispersed members work across time, space and organizational boundaries
Multicultural teams - Members of different ethnic backgrounds who share same nationality
Multinational teams - Members of different nationalities
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner