1. McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, Inc. All rights reserved. 10 Developing High-Performance Teams

2. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-2 Self-Directed Teams at Chrysler Chrysler CEO Tom La Sorda is pushing the automaker into an era of “smart manufacturing” which relies more on self- directed work teams (SDWTs). This photo shows La Sorda meeting employees at the company’s plant in Saltillo, Mexico, which has already introduced SDWTs.

3. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-3 Self-Directed Teams Defined Formal groups that complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the execution of these tasks.

4. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-4 Self-Directed Work Team Attributes 1.Complete an entire piece of work requiring interdependent tasks Clusters team members together Minimal interdependence with other teams 2.Substantial autonomy over execution of the team’s tasks Control most work inputs, flow, and outputs Little or no supervision

5. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-5 Sociotechnical Systems Elements Responsible for entire work process –Make entire product, component, or provide service –fairly independent from other work units Sufficient autonomy –freedom to divide up and coordinate work –empowers team members Control key variances –team controls factors affecting work quality/quantity Joint optimization –balancing social and technical systems

6. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-6 SDWTs at Standard Motor Products Standard Motor Products successfully introduced self- directed work teams (SDWTs) at its Kansas plant, but some supervisors had difficulty changing from a command- and-control to mentor/facilitator management style. Courtesy of Standard Motor Products

7. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-7 Challenges to SDWTs Cross-cultural issues –Difficult in some cultures Management resistance –Concerned about losing power, status, job security –Shift from command/control to mentor/facilitator Employee and labor union resistance –Employees uncomfortable with new roles, skills –Union concerns -- more stress, lost work rules Courtesy of Standard Motor Products

8. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-8 PricewaterhouseCooper’s Virtual Teams Peter Nicolas (shown in photo) and many employees at PricewaterhouseCoopers spend much of their time working in virtual teams. “Virtual teaming is the norm for us,” says Nicolas, a Learning Solutions manager at the accounting firm’s offices in New Jersey. Courtesy of PricewaterhouseCoopers

9. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-9 Virtual Teams Defined Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks. Courtesy of PricewaterhouseCoopers

10. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-10 Why Virtual Teams? Increasingly possible because of: –Information technologies –Knowledge-based work Increasingly necessary because of: –Knowledge management –Globalization

11. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-11 High-Performance Virtual Teams Team Tasks Team Size Structured tasks Moderate interdependence Smaller size than traditional team performing similar tasks Team Environment Creative combination of communication channels Virtual teams perform better with: more

12. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-12 Team Processes Team Trust Some face-to-face meetings to assist team development Important in all teams, but especially virtual teams Team Composition Good communication and cross- cultural skills in team members Virtual teams perform better with: High-Performance Virtual Teams (con’t)

13. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-13 Trust Defined A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intent or behavior of another person

14. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-14 Three Levels of Trust Identity-based Trust Knowledge-based Trust Calculus-based Trust High Low

15. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-15 Three Levels of Trust (con’t) Calculus-based trust –Based on deterrence –Fragile, limited, dependent on punishment Knowledge-based trust –Based on predictability and competence –Fairly robust, develops over time Identification-based trust –Based on common mental models and values –Increases with person’s social identity with team

16. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-16 Propensity to Trust Some people are inherently more willing to trust others Propensity to trust influenced by personality, values, and socialization experiences Also varies with emotions at the moment

17. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-17 Swift Trust in Teams People typically join a virtual or conventional team with a moderate or high level of trust Explanations for this swift trust: –people usually believe their team-mates are reasonably competent (knowledge-based trust) –people tend to develop some degree of social identify with the team But swift trust is fragile

18. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-18 Team Decision Making Constraints Time constraints –Time to organize/coordinate –Production blocking Evaluation apprehension –Belief that other team members are silently evaluating you Conformity to peer pressure –Suppressing opinions that oppose team norms

19. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-19 Team Constraints: Groupthink Tendency in highly cohesive teams to value consensus at the price of decision quality More common when the: –Team is highly cohesive –Team is isolated from outsiders –Team leader is opinionated –Team faces external threats –Team has recent failures –Team lacks clear guidance

20. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-20 Team Constraints: Group Polarization Tendency for teams to make more extreme decisions than individuals alone Riskier options usually taken because of prospect theory effect fallacy -- dislike losing more than they like winning

21. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-21 Group Polarization Process Social support Persuasive arguments Shifting responsibility Individual opinions before meeting Individual opinions after meeting Team discussion processes Low risk High risk

22. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-22 General Guidelines for Team Decisions Team norms should encourage critical thinking Sufficient team diversity Ensure neither leader nor any member dominates Maintain optimal team size Introduce effective team structures

23. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-23 NASA Encourages Constructive Conflict NASA replaced the assigned seating rectangular table at the Johnson Space Center with a C-shaped arrangement where people sit wherever they want (shown in photo). The table is intended to avoid hierarchy so NASA managers can have more constructive debate. Courtesy of Johnson Space Center/NASA

24. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-24 Constructive Conflict Occurs when team members debate their different perceptions about an issue in a way that keeps the conflict focused on the task rather than people. Problem: constructive conflict easily slides into personal attacks Courtesy of Johnson Space Center/NASA

25. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-25 Rules of Brainstorming 1.Speak freely 2.Don’t criticize 3.Provide as many ideas as possible 4.Build on others’ ideas

26. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-26 Evaluating Brainstorming Strengths –Produces more innovative ideas –Strengthens decision acceptance and team cohesiveness –Sharing positive emotions encourages creativity –Higher customer satisfaction if clients participate Weaknesses –Production blocking still exists –Evaluation apprehension exists in many groups –Fewer ideas generated than when people work alone

27. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-27 Electronic Brainstorming  Participants share ideas using software  Usually in the same room, but may be dispersed  Question posted, then participants submit their ideas or comments on computer  Comments/ideas appear anonymously on computer screens or at front of room

28. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-28 Evaluating Electronic Brainstorming Strengths –Less production blocking –Less evaluation apprehension –More creative synergy –More satisfaction with process Weaknesses –Too structured –Technology-bound –Candid feedback is threatening –Not applicable to all decisions

29. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-29 Describeproblem Individual Activity Team Activity Individual Activity Write down possiblesolutionsPossiblesolutionsdescribed to others Vote on solutionspresented Nominal Group Technique

30. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-30 Team Building Any formal intervention directed toward improving the development and functioning of a work team Accelerates team development Applied to existing teams that have regressed in team development

31. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-31 Types of Team Building Role definition Goal setting Problem solving Interpersonal process

32. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 10-32 Some team building activities are successful, but just as many fail because: Making Team Building Effective Team-building activities need to target specific team problems Team building is a continuous process, not a one- shot inoculation Team building needs to occur on-the-job, not just away from the workplace

33. McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, Inc. All rights reserved. 10 Developing High-Performance Teams