1. Chapter 14 Creating High Performance Teams
Management: A Skills Approach, 2/e by Phillip L. Hunsaker
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Learning Objectives
Identify the Characteristics of Effective Teams
Design High Performing Teams
Recognize the Stages of Team Development
Adapt Leadership Styles to Different Stages of Team Development
Identify Obstacles to Effective Team Performance
Facilitate Team Processes
Conduct Effective Meetings
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Importance of Teams
Successful managers are those who work with successful teams.
Groups constitute the basic building blocks of any organization.
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Groups
Two or more people who meet regularly over a period of time, perceive themselves as a distinct entity, share common values, and strive for common objectives
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Teams
Groups of people with complementary skills, who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable
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6. Ways Your Organization Can Benefit from Teams
Team output usually exceeds individual output.
Complex problems can be solved more effectively.
Creative ideas usually are stimulated in the presence of other individuals who have the same focus, passion, and excitement.
Support arises among team members.
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7. Ways Your Organization Can Benefit from Teams
Teams infuse knowledge.
Teams promote organizational learning in work settings.
Teams promote individual self-disclosure and examination.
Teams both appreciate and take advantage of diversity.
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8. Five Stages of Team Development
Forming
Five Stages of Team Development
Storming
Norming
Performing
Adjourning
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9. Variations in Productivity and Morale during Team Development
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10. Pay Attention to Team Processes
Communication Patterns
Decision-Making Procedures
Influence Strategies
Team Roles
Emotional issues
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11. Team Decision Making Procedures
Decision Type
Description
Example
The plop
An assertive statement followed by silence
If a statement such as “I think we need to establish our objectives” is followed by nothing but silence from group members, a nonverbal decision to reject the suggested line of action has been make.
Self-authorized agenda
An assertive statement followed by action implementing the suggestion.
“I think we ought to introduce ourselves. My name is Susan Stewart.”
The handclasp
A suggestion made by one person and implemented by another.
Person A says, “I think we should introduce ourselves.” Person B replies, “So do I: my name is Susan Stewart.”
Minority decision (Does anyone object?)
An expressed agreement by a few that meets no resistance from the disjointed or undecided people.
“We all seem to agree with Susan’s suggestion.” “If no one objects to Susan’s plan, let’s do it.”
Voting
The typical voting system in which the majority wins.
“Let’s vote and whoever has the most votes wins.”
Polling
Checking with each group member to obtain his or her opinion.
“Let’s go around the table and see where individually everyone stands. Susan, what do you think?”
Consensus
Essential agreement by all.
The issue is explored in enough depth that all group members agree that a certain course of action is the best that can be agreed to.
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12. Six Characteristics of High Performing Teams
Small Size
Complementary Skills
Common Purpose
Specific Goals
Common Approach
Mutual Accountability
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13. Questions for Designing High Performance Teams
Who are we?
Where are we going?
Where are we now?
How will we get there?
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14. Questions for Designing High Performance Teams
What is expected from us?
Role Analysis Technique – determine task, maintenance, and personal roles/behaviors
Responsibility Charting
What support do we get/need?
How effective are we?
What recognition do we get?
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15. Improving High Performance Team Processes
Process Observation
Intervening
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16. Improving High Performance Team Processes
Interview
Written Questionnaires
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17. Leadership Behaviors that Facilitate Team Development
Provide Direction
Provide Support
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18. Leadership Styles and Team Development
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19. Adapt Leadership Style to Facilitate Team Development
Structuring
Resolving
Collaborating
Validating
Terminating
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20. Improving Team Effectiveness
Become Aware of Team Problems
Determine Symptoms of Ineffective Teams
Communicating Outside the Group
Over-Dependency on the Leader
Unrealized Decisions
Hidden Conflicts
Fighting without Resolution
Subgroups
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21. Symptoms of Team Problems
Weak Sense of Direction
Infighting
Shirking of Responsibilities
Lack of Trust
Critical Skills Gaps
Lack of External Support
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22. Make Action Plans to Solve Problems
Clarify Goals
Encourage Teams to Go for Small Wins
Build Mutual Trust
Appraise Both Group and
Individual Performance
Provide the Necessary External Support
Offer Team-building Training
Role Negotiation Technique
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23. Assessing Team Process in a Fishbowl
Team 1 Members:
Generate and rank order the 10 factors that most influence the effectiveness of small teams. You must arrive at one set of prioritized rankings that reflects the team’s consensus.
Team 1 Observers:
View the team’s process in general and your partner’s behavior in particular. Use the Observer’s Rating Sheet and remain silent during decision-making process.
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24. Observer’s Feedback and Discussion
1. Meet with team, use the following as guidelines:
What things seemed to help the team complete its task successfully? What things seemed to inhibit or hold back the team?
Did the team spend any time discussing how it was going about the task (process issues)? What were the effects?
What communication patterns developed? What were the effects?
What influence structure emerged? Why? What were the results?
What decision-making procedures were used?
2. Meet with partner, provide individual feedback.
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25. Assessing Team Process in a Fishbowl (if time permits…)
Team 2 Members:
Generate and rank order the 10 most important characteristics of effective team leaders. You must arrive at one set of prioritized rankings that reflects the team’s consensus.
Team 2 Observers:
View the team’s process in general and your partner’s behavior in particular. Use the Observer’s Rating Sheet and remain silent during decision-making process.
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26. Preparing for Effective Meetings
Set objectives
Select participants
Plan the Agenda
Distribute the agenda and relevant materials in advance
Consult with the participants before the meeting
Set a time and place
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27. Conducting Effective Meetings - 1
Begin the meeting with the agenda
Establish specific time parameters
Control the discussion
Encourage problem solving
Encourage and support participation by all members
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28. Conducting Effective Meetings - 2
Encourage the clash of ideas, but discourage the clash of personalities
Exhibit effective listening skills
Reach a consensus
End the meeting by clarifying what happens next
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Follow Up After the Meeting
Brief memo summarizing discussions, decisions, and commitments
Spend the last five minutes debriefing the meeting process
The best time to share your reactions to the meeting Is right after it has ended.
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