Team Dynamics Eric M. Robinson

Course Objectives Define teams Examine effective and ineffective teams Discover the stages of team development Explore the five dysfunctions of a team Examine groupthink

Teams Defined Teams are simply groups of people who are interdependent in the tasks they perform, affect one another’s behavior through interaction, and see themselves as a unique entity. -David Whetten and Kim Cameron, Developing Management Skills

Effective Teams Have interdependent members Help members be more efficient working together than alone Function so well that they create their own magnetism -David Whetten and Kim Cameron, Developing Management Skills

Effective Teams - continued Do not always have the same leader Care for and nurture one another Have members who cheer for and bolster the leader, and vice versa High level of trust among members - David Whetten and Kim Cameron, Developing Management Skills

Inhibitors to Effective Team Performance Rewarding and recognizing individuals instead of the team Not maintaining stability of membership Lack of team members autonomy Not fostering interdependence Failing to orient all team members -David Whetten and Kim Cameron, Developing Management Skills

Team Development All teams progress through stages of development in which cause: The dynamics of the team change The relationships among team members shift Effective leader behaviors to be modified -David Whetten and Kim Cameron, Developing Management Skills

Stages of Team Development Forming Norming Storming Performing

Forming Orientation/ Break the Ice Becoming acquainted with members, purpose and boundaries Relationships must be formed and trust established Direction from team leaders Leader: Facilitate social interchanges

Norming Create cohesion and unity Identify and meet expectations Enhance commitment and cohesion Clear vision from leaders Establish order Focus on the task at hand Leader: Clarify team roles, norms and values

Storming Team is faced with differences, intra- dependence and the need to manage conflict and dispute Focus on process improvement Fostering “win-win” relationships Tension Disagreement Leader: Encourage participation and connection

Performing Need for continuous improvement, innovation, creativity and speed Support team members’ ideas Fostering extraordinary performance Cooperation Problem solving Leader: Enhance task accomplishment

Final Stage - Adjourning Task completion Goal accomplished (or abandoned) Leader Bring closure Publicize completion Celebrate success

Team Membership Roles that enhance performance Providing helpful feedback to others -David Whetten and Kim Cameron, Developing Management Skills

Roles that Enhance Performance Task-Facilitating Roles Direction giving Urging Monitoring Relationship-Building Roles Supporting Developing Consensus building -David Whetten and Kim Cameron, Developing Management Skills

Task-Facilitating Roles Help the team accomplish goals and objectives Information seeking Information giving Enforcing Summarizing Reality testing -David Whetten and Kim Cameron, Developing Management Skills

Relationship-Building Focus on members feeling good about one another and the task Harmonizing Tension relieving Confronting Energizing Empathizing -David Whetten and Kim Cameron, Developing Management Skills

Five Dysfunctions of a Team Results Inattention to Accountability Avoidance of Commitment Lack of Conflict Fear of Trust Absence of

TRUST Open (personal histories) Honest Vulnerability

Mastering Conflict Substantive (task-related) Conflict Goals, priorities, tasks accomplishment Interpersonal Conflict Personality clashes, arguments, enemies Artificial Harmony

Achieving Commitment Creates Clarity regarding Direction and Priorities Gaines Complete Buy-in from each Member

Embracing Accountability Team members must hold each other accountable to the standards established by the group

Overcoming Self-Interest and Self- Preservation Focusing On Results Overcoming Self-Interest and Self- Preservation

Groupthink When each member of a group attempts to conform his or her opinions to what they believe to be the consensus of the group.

Antecedent Conditions Insulation of the group High group cohesiveness Directive leadership Lack of methodical procedures Communication style External stress

Groupthink Attributes Illusion of invulnerability Shared stereotypes Rationalization Illusion of morality Self-censorship Direct pressure Mind guarding Illusion of unanimity -David Whetten and Kim Cameron, Developing Management Skills

Preventing Groupthink Devil’s advocate Anonymous feedback Inspector general system Random designated dissenter Intentional false information

The Abilene Paradox Action Anxiety Negative Fantasy Fear of Separation