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

2. Even been on a team?

3. Keeping Your Eye On The Goal
TEAMWORK AT WORK

4. 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

5. 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
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6. 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.
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7. 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

9. 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
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10. 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.

11. 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?

12. 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.

13. 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.

14. 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
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15. Understanding Behavior, Human Relations, and Performance
Teams and Creative Problem Solving
Understanding Behavior, Human Relations, and Performance

16. 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?

17. The Decision-making Process
Thoughts, Ideas and Practice

18. Decision-making
As defined by Baker et al in their 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”.

19. 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!

21. 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?

22. 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

23. 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)

24. 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

25. Group Problem-Solving Techniques

26. 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.

27. 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.

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