1. Team Dynamics
Eric M. Robinson

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

3. 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

4. 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

5. 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

6. 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

7. 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

8. Stages of Team Development
Forming
Norming
Storming
Performing

9. 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

10. 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

11. 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

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

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

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

15. 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

16. 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

17. 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

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

19. TRUST
Open (personal histories)
Honest
Vulnerability

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

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

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

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

24. 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.

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

26. 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

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

28. The Abilene Paradox
Action Anxiety
Negative Fantasy
Fear of Separation