Organization, and Communications Human Relations Chapter 11 Playing to WIN! Teamwork, Organization, and Communications 1

Even been on a team?

Keeping Your Eye On The Goal TEAMWORK AT WORK

Primary Types of Teams The Four Primary Types: Problem-Solving Teams Vertical Teams Horizontal Teams Special Purpose Teams Various Team Groupings: Functional Teams Cross-functional Teams Self-Directed Teams Task Forces Committees Virtual Teams Prentice Hall 4 4

Team Development Stages 11-9 Forming Storming Performing Adjourning Orientation Dissatisfaction Resolution Production GDS1 GDS2 GDS3 GDS4 Low Morale High Low Work High Socio-emotional tone (morale) Amount of work Prentice Hall

Team Development Stages 11-8 Stage 1. Orientation Low development level (D1) High commitment Low competence Anxiety Stage 2. Dissatisfaction Moderate development level (D2) Lower commitment Some competence Frustration Stage 3. Resolution High development level (D3) Variable commitment High competence Improved satisfaction Stage 4. Production Outstanding development level (D4) High commitment High competence Satisfaction Stage 5. Termination Same as reorganization in functional groups If full development has occurred, sadness is experienced. If team has not developed, relief is often felt. Prentice Hall

Conflicts in Teamwork Team Conflict Identifying the Conflict Getting conflicts out into the open and going through the process of Conflict Resolution Realizing that no one person is responsible for the team. The responsibility rests with everyone Being there for each other to help and support Reviewing the goals and vision Knowing the Team Benefits and Costs 5 5

Some Problem Team Members 11-13 Some Problem Team Members The Talker Slow down without “shutting up” Nominal group method Rotation method Penny method The Silent Member Encourage participation The Wanderer Redirect focus of group Ask group pertinent question “Let’s get back to the issue at hand.” The Bored Member Get involved in meeting Assign participatory task, such as recording ideas on the board Call on them The Arguer Avoid win-lose arguments Cut off personal arguments Bring others into arguments to create discussion. Never argue The Free Rider Assign them a task and due date Prentice Hall

Assigning Individual Task Roles 11-6 Objective clarifiers Role is to be sure everyone understands the objective. Planners Role is to determine how the objective will be met. Organizers Role is to assign and coordinate the resources. Leaders Role is to influence members through direction as the task is performed. Controllers Role is to take corrective action to ensure the objective is achieved.

Questions for Classroom Discussion Have you ever been on a team that was having difficulty working together? What was that like? Did you experience some of the “Problem Team Members” identified in our discussion? What types of problems were occurring and what did you do to solve them? In the Individual Task Roles where do you see yourself contributing to the team?

Identifying Group Roles 11-5 Roles: shared expectations of how group members will fulfill the requirements of their position. Task roles: the things group members do and say that directly aid in the accomplishment of its objective(s). Maintenance roles: the things group members do and say to develop and sustain group dynamics. Self-interest roles: the things members do and say in order to meet their own needs/objectives at the expense of the team.

Maintenance Roles Formers 11-7 Formers Role is to get the members involved and committed to the group. Consensus seekers Role is to get members’ input and agreement on group decisions. Harmonizers Role is to help members resolve conflicts so that they do not interfere with group performance. Gatekeepers Role is to see that appropriate norms are developed and enforced. Encouragers Role is to be supportive, friendly, and responsive to the needs of the members. Compromisers Role is to modify or to get others to modify their positions in the interest of cohesiveness.

Group Situational Supervision 11-10 Group Development Stage (D) Supervisory Styles/Roles (S) D1 Low Development High commitment / low competence D2 Moderate Development Low commitment / some competence D3 High Development Variable commitment / high competence D4 Outstanding Development High commitment / high competence S-A Autocratic High task / low maintenance S-C Consultative High task / high maintenance S-P Participative Low task / high maintenance S-L Laissez-faire Low task / low maintenance Prentice Hall

Understanding Behavior, Human Relations, and Performance Teams and Creative Problem Solving Understanding Behavior, Human Relations, and Performance

How do YOU make Decisions Think of a situation that you’ve been in that required a great deal of challenge, skill, ability, thought and time in order to make a decision. Without details of the situation, think of the processes that you went through in order to solve the problem and make a decision. Now, write down the actual process that you went through in order to make decisions and solve the problem. What strategies and methods did you use?

The Decision-making Process Thoughts, Ideas and Practice

Decision-making As defined by Baker et al in their 2001 study, “efficient decision-making involves a series of steps that require the input of information at different stages of the process, as well as a process for feedback”.

Decisions Made up of a composite of information, data, facts and belief. Data by itself does not constitute useful information unless it is analyzed and processed. Decisions made today effect tomorrow!

The Reality Is the Problem really the problem? Problems are often the symptom and not the true problem. Urgency – How quickly does this need to be resolved? If a decision is made today, how will it effect tomorrow?

A Decision Is only as good as the data that informed it Is only as good as it is an informed one Is only as good as the system which exists to implement Is only good if you have the means to implement it Is only good if other people understand it and what it means

The Ideal Decision-making Process STEP 1 Define the problem STEP 2 Determine the requirements that the solution to the problem must meet STEP 3 Establish goals that solving the problem should accomplish STEP 4 Identify alternatives that will solve the problem STEP 5 Develop valuation criteria based on the goals STEP 6 Select a decision-making Tool STEP 7 Apply the tool to select a preferred alternative STEP 8 Check the answer to make sure it solves the problem The Decision-making Process (adapted from Baker et al, 2001)

Problem Solving and Decision Making Creativity: the ability to develop unique alternatives to solve problems. The four stages in the creative process: Preparation Possible solutions Incubation Evaluation

Group Problem-Solving Techniques

Techniques to Generate Creative Alternatives Brainstorming: the process of suggesting many alternatives, without evaluation, to solve a problem. Synetics: the process of generating novel alternatives through role playing and fantasizing. Nominal grouping: the process of generating and evaluating alternatives through a structured voting method. Consensus mapping: the process of developing a group solution to a problem. Delphi technique: polls a group through a series of anonymous questionnaires.

Advantages and Disadvantages of Group Decision Making Better decisions. More alternatives. Acceptance. Morale. Disadvantages Time increases. Domination. Conformity and groupthink. Responsibility and social loafing. Additional technique: Devil’s advocate technique: One who argues against a cause or position, not as a committed opponent but simply for the sake of argument or to determine the validity of the cause or position.

Variables Influencing Participation Variables influencing participation in problem solving and decision making Information Capability Acceptance Time