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

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

…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

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

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

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

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

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

…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

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

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

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

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

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

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

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

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

…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

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

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

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

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

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

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

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

…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

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

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

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

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

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

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

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

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

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