Chapter 14 Creating High Performance Teams Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall 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 Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall Importance of Teams Successful managers are those who work with successful teams. Groups constitute the basic building blocks of any organization. Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall 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 Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall 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 Copyright © 2005 Prentice-Hall

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. Copyright © 2005 Prentice-Hall

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. Copyright © 2005 Prentice-Hall

Five Stages of Team Development Forming Five Stages of Team Development Storming Norming Performing Adjourning Copyright © 2005 Prentice-Hall

Variations in Productivity and Morale during Team Development Copyright © 2005 Prentice-Hall

Pay Attention to Team Processes Communication Patterns Decision-Making Procedures Influence Strategies Team Roles Emotional issues Copyright © 2005 Prentice-Hall

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. Copyright © 2005 Prentice-Hall

Six Characteristics of High Performing Teams Small Size Complementary Skills Common Purpose Specific Goals Common Approach Mutual Accountability Copyright © 2005 Prentice-Hall

Questions for Designing High Performance Teams Who are we? Where are we going? Where are we now? How will we get there? Copyright © 2005 Prentice-Hall

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? Copyright © 2005 Prentice-Hall

Improving High Performance Team Processes Process Observation Intervening Copyright © 2005 Prentice-Hall

Improving High Performance Team Processes Interview Written Questionnaires Copyright © 2005 Prentice-Hall

Leadership Behaviors that Facilitate Team Development Provide Direction Provide Support Copyright © 2005 Prentice-Hall

Leadership Styles and Team Development Copyright © 2005 Prentice-Hall

Adapt Leadership Style to Facilitate Team Development Structuring Resolving Collaborating Validating Terminating Copyright © 2005 Prentice-Hall

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 Copyright © 2005 Prentice-Hall

Symptoms of Team Problems Weak Sense of Direction Infighting Shirking of Responsibilities Lack of Trust Critical Skills Gaps Lack of External Support Copyright © 2005 Prentice-Hall

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 Copyright © 2005 Prentice-Hall

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. Copyright © 2005 Prentice-Hall

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. Copyright © 2005 Prentice-Hall

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. Copyright © 2005 Prentice-Hall

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 Copyright © 2005 Prentice-Hall

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 Copyright © 2005 Prentice-Hall

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 Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall 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. Copyright © 2005 Prentice-Hall