1. Organizational Behavior & Choosing your Team Vicky Parker, Ed.M.,D.B.A. Associate Professor Health Policy & Management Mark Prashker, MD, MPH Associate Dean School of Public Health

2. Agenda What are organizations? What are organizations? Levels of organizational analysis Levels of organizational analysis A brief organizational experience A brief organizational experience Teams/a brief team simulation Teams/a brief team simulation Implications for action Implications for action

3. What is an organization? Group of people Intentionally together To achieve a goal (or goals)

5. Difficulties How do we organize to optimize communication and efficiency? How do we organize to optimize communication and efficiency? Can we agree on goals? Methods? Can we agree on goals? Methods? What do we need from other organizations? What do we need from other organizations?

6. Simulation set-up Locations Locations Groups Groups Each group will get the rules; the rules must be followed Each group will get the rules; the rules must be followed Communication between groups is only in writing, via the courier (me) Communication between groups is only in writing, via the courier (me) You must give the courier the physical location of the group you are writing to You must give the courier the physical location of the group you are writing to When time is called, return to large group When time is called, return to large group

7. Simulation debrief What was the purpose of the activity? What was the purpose of the activity? What did you notice about your group? What did you notice about your group? Your communication with other groups? Your communication with other groups? The organization’s ability to succeed? The organization’s ability to succeed? Other observations? Other observations?

8. Navigating an Organization in the “Real World” “What got you here won’t get you there” “What got you here won’t get you there” Intelligence and skill don’t differentiate why some people do well in organizations and others plateau Intelligence and skill don’t differentiate why some people do well in organizations and others plateau Ability? Ability? Experience? Experience? Training? Training? No—it’s your Behavior No—it’s your Behavior

9. 7 Bad Habits of Highly Successful People Being the smartest person in the room Being the smartest person in the room Tinkering with already good ideas Tinkering with already good ideas Passing judgment Passing judgment Withholding information Withholding information Failing to give proper recognition/Claiming credit you don’t deserve Failing to give proper recognition/Claiming credit you don’t deserve Playing favorites Playing favorites Not listening Not listening

10. Focus on teams Teams are widely used when Teams are widely used when –No single person has all necessary expertise –Acceptance of and commitment to outcome are essential –The task crosses the boundaries of existing organizational units

12. What are effective team behaviors in reaching a group decision?

13. Cascade survival Have you done this before? Have you done this before? Step one: develop your individual rankings, using pen to mark them Step one: develop your individual rankings, using pen to mark them Use #1 to indicate which item on the list is most important to surviving this situation Use #1 to indicate which item on the list is most important to surviving this situation Use #2 to indicate the second most important, etc. Use #2 to indicate the second most important, etc. This part is based solely on your own opinions This part is based solely on your own opinions

15. Team discussion/deliberation use consensus to arrive at a team ranking use consensus to arrive at a team ranking do not use voting or averaging; discuss until you reach agreement do not use voting or averaging; discuss until you reach agreement do not go back and change your individual rankings do not go back and change your individual rankings

16. Team process how did your team work? how did your team work? did your team use the effective behaviors that the group brainstormed? did your team use the effective behaviors that the group brainstormed?

17. Expert ratings (Developed by survival experts based on real experiences)

18. Group scoring and discussion lower team score, less “waste” of collective knowledge lower team score, less “waste” of collective knowledge average individual score a measure of the team’s knowledge base average individual score a measure of the team’s knowledge base focus on difference between individual and team scores, NOT on comparison with other teams’ scores focus on difference between individual and team scores, NOT on comparison with other teams’ scores

19. Organizing groups and teams multiple options for structure multiple options for structure roles & relationships fundamental variables roles & relationships fundamental variables what is a team? what is a team? –small # with complementary skills –common purpose/approach –goals with accountability structure needs to relate to task demands structure needs to relate to task demands

20. “Real World” Dysfunctions Lack of trust Lack of trust Fear of confrontation/conflict Fear of confrontation/conflict Absence of commitment Absence of commitment Absence of accountability Absence of accountability Failure to focus on goals Failure to focus on goals

21. Lack of Trust Lack of trust prevents open, honest communication Lack of trust prevents open, honest communication Unwilling to take responsibility for fear of making mistakes Unwilling to take responsibility for fear of making mistakes Trust is: Trust is: –Willingness to admit weakness and mistakes –Give the benefit of the doubt before arriving at a conclusion

22. Confrontation/Conflict Lack of trust leads to reluctance to confront Lack of trust leads to reluctance to confront Decisions get muted Decisions get muted Ideas don’t get worked through Ideas don’t get worked through Progress stalls Progress stalls Conflict can be healthy and is often necessary to help solve a problem Conflict can be healthy and is often necessary to help solve a problem

23. Absence of Commitment Lack of commitment is contagious Lack of commitment is contagious –Team members go through the motions Don’t seize opportunities—miss opportunities Don’t seize opportunities—miss opportunities Progress stalls Progress stalls Clarity and buy in are two functions that should happen every time Clarity and buy in are two functions that should happen every time

24. Lack of Accountability If you don’t trust, won’t discuss honestly, and aren’t committed, then: If you don’t trust, won’t discuss honestly, and aren’t committed, then: –No accountability –Effort lacks focus –Everything falls apart Peer Pressure—willingness to call their peers on performance or behavior that might hurt the team Peer Pressure—willingness to call their peers on performance or behavior that might hurt the team

25. Failure to focus on Team Goals Dysfunctional teams pursue all agendas but the team’s agenda Dysfunctional teams pursue all agendas but the team’s agenda –Insidious undermining It is not the individual, the department, but rather the team It is not the individual, the department, but rather the team

26. Wageman – key points Team design more influential than coaching Team design more influential than coaching Leader role evolves as team does Leader role evolves as team does Critical design elements: Critical design elements: –direction –real team task –team rewards –resources –authority over work –team performance goals –team norms about strategic thinking

27. Next steps Observe managers who lead or facilitate teams that perform well Observe managers who lead or facilitate teams that perform well Observe your own managerial practice & learn from mistakes Observe your own managerial practice & learn from mistakes Seek & use feedback Seek & use feedback