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Chapter 9: Teams and Teamwork How do we get the job done together?

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Presentation on theme: "Chapter 9: Teams and Teamwork How do we get the job done together?"— Presentation transcript:

1 Chapter 9: Teams and Teamwork How do we get the job done together?

2 Copyright © 2002, Prentice Hall 2 Objectives Diagnose stages of team development Build high-performance teams Foster effective teamwork Facilitate team leadership

3 Copyright © 2002, Prentice Hall 3 A Team Is... a small number of people with complementary skills having a common purpose with clear goals and shared accountability who are committed to accomplishing something.

4 Copyright © 2002, Prentice Hall 4 Teams outperform individuals when performance requires: multiple skills multiple judgments broad experience free communication flow

5 Copyright © 2002, Prentice Hall 5 Teams require a paradigm shift... self-awareness of individual identity, role, skills, is essential problem solving becomes a way of life ongoing development of skills is required good communication skills are critical empowerment is the energy of teams conflict is just part of the process developing process skills is required

6 Copyright © 2002, Prentice Hall 6 Teams... require a merging of individual accountability and mutual accountability naturally integrate performance and learning, and are the best vehicle for fostering “learning organizations” must understand and master the team process in order to be effective and survive by being aware of team’s stage, you can anticipate problems and proactively solve them

7 Copyright © 2002, Prentice Hall 7 Stages of Team Development Forming: Orientation Break the ice Leader: Facilitate social interchanges

8 Copyright © 2002, Prentice Hall 8 Stages of Team Development Forming Conforming Establish order Build cohesion Leader: Help clarify team roles Clarify norms Clarify values

9 Copyright © 2002, Prentice Hall 9 Stages of Team Development Forming Conforming Storming Conflict Disagreement Leader: Encourage participation Surface differences

10 Copyright © 2002, Prentice Hall 10 Stages of Team Development FormingConforming Storming Performing: Cooperation Problem solving Leader: Facilitate task accomplishment

11 Copyright © 2002, Prentice Hall 11 Stages of Team Development FormingConforming Storming Performing Adjourning: Task completion Leader: Bring closure Signify completion

12 Copyright © 2002, Prentice Hall 12 Effective teams promote... Cooperation promotes achievement, excellence, and productivity takes advantage of all skills in group Trust reciprocal faith that leads to respect, communication, support, fairness, predictability and competence

13 Copyright © 2002, Prentice Hall 13 Effective teams promote... Cohesiveness a sense of “we-ness” which is socio- emotional and instrumental raises team morale by increasing feeling of belonging improves productivity by increasing commitment to team goals

14 Copyright © 2002, Prentice Hall 14 Effective Team Leaders Demonstrate integrity Are clear and consistent Create positive energy Use commonality and reciprocity Manage agreement and disagreement Encourage and coach Share information

15 Copyright © 2002, Prentice Hall 15 Task-Facilitating Team Roles Direction giving Information seeking Information giving Elaborating Coordinating Monitoring Process analyzing Reality testing Enforcing Summarizing

16 Copyright © 2002, Prentice Hall 16 Relationship-Building Roles Supporting Harmonizing Tension relieving Energizing Developing Facilitating Processing

17 Copyright © 2002, Prentice Hall 17 Blocking Roles Overanalyzing Overgeneralizing Faultfinding Premature decision making Presenting opinions as facts Rejecting Pulling rank Dominating Stalling

18 Copyright © 2002, Prentice Hall 18 Effective Feedback Focuses On: behavior, not persons observations, not inferences “here and now,” not past, behavior sharing ideas, not giving advice information recipient can use, not an emotional release for you a time and place when personal data can be shared

19 Copyright © 2002, Prentice Hall 19 Effective teams have... a small group size skilled individuals an ability to combine skills a commitment to a common approach motivating tasks minimal status differences; when present, they are based on contributions a way to meet group member’s socio- emotional needs...

20 Copyright © 2002, Prentice Hall 20 Effective teams have... goal accomplishment reduced supervision, replaced by mutual accountability group regulation of behavior performance that is acceptable to customers viability linked to satisfaction and a desire to contribute

21 Copyright © 2002, Prentice Hall 21 Management Skills for High Performing Teams Leading Teams - develop credibility - articulate a vision Team Membership - play task facilitation roles - play relationship building roles - provide feedback Team Development - diagnose stage development - foster team development and high performance High Performing Teams - desired outcomes - shared purpose - accountability - blurred distinctions - coordinated roles - efficiency and participation - high quality - creative continuous improvement - credibility and trust - core competence


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