1. Rationale for using teams Group dynamics

2. Agenda Questions on course outline? Why teams? Group dynamics
Your team
Group dynamics
Ethical guideposts

3. Teams What is a team? What makes a team effective?
What makes a team defective?
Why teams?
Stages of team/group development

4. What groups/teams do you belong to?

5. What is a team?
Groups of two or more individuals with complementary skills who work together toward a common objective for which they hold themselves mutually accountable.
Coordinated efforts result in more than the sum of individual efforts

6. The objective of the team determines how the group will function
Problem solving teams: discuss issues; make recommendations
Special purpose teams: assignment driven; power to implement changes
Self managing teams: all facets

7. Why do we use teams?
Produce a greater number of ideas and pieces of information
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.
Improve understanding and acceptance among those involved in the decisions
Higher motivation and performance levels
Offset personal biases and blind spots that limit problem analysis and implementation

8. More likely to take risks
More usually more fun
Support arises among team members.
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.

9. What makes a team effective
Great Groups vs “Not Great” Groups
How do we define effective?

10. The Importance of Creating High Performance Teams
Characteristics of High Performing Teams
Small Size
Complimentary Skills
Common Purpose
Specific Goals
Common Approach
Mutual Accountability

11. Good groups also have… Interdependent members
Greater efficiency than individuals
The desire to affiliate
Shared responsibility
Nurturance
Mutual encouragement
Trust and interest in success of others
And… share leadership responsibilities

12. Trust?
To be effective, members must trust that…

13. Didn’t I see this already?
Why we don’t use teams?
Produce a greater number of ideas and pieces of information?
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?
Improve understanding and acceptance among those involved in the decisions?
Higher motivation and performance levels?
Offset personal biases and blind spots that limit problem analysis and implementation?

14. Why don’t we use teams? More likely to take risks
More usually more fun
Support arises among team members.
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.

15. When not to use teams Task not appropriate to using teams
Routine, simple, highly formalized
Too many members
Rewards are for individual achievement not team
Lack of interdependence
No autonomy
Lack of resources or structure

16. Groupthink

17. Some ideas for group discussion
Background and personal history
Name; where you are from; major; work experience; family
Most memorable success
What you want to become or achieve in the future– “Freedom 55”
Past team experiences

18. Designing High Performance Teams
Who Are We?
Where Are We Now?
Where Are We Going?
How Will We Get There?
What Is Expected from Us?
Role Analysis Technique
Responsibility Charting
What Support Do We Get/Need?
How Effective Are We?
What Recognition Do We Get?

19. High Energy Team Development Model

20. Speaking of group dynamics
Stages of teams/group development
Different “roles” people play
Interpersonal “challenges”

21. Stages
Forming
Conforming
Storming
Performing
Adjourning

22. Exhibit 12- 3: Variations in Productivity and Morale during Team Development

24. So what?

25. Adapting Leadership Style to Facilitate Team Development
Provide Direction
Provide Support

26. Exhibit 12- 5a: Leadership Style and Team Development

27. Adapting Leadership Style to Facilitate Team Development
Structuring
Resolving
Collaborating
Validating
Terminating

28. Transforming Existing Work Groups into High Performing Teams
Assessing and Solving Problems to Team Effectiveness
Problem Awareness: Determining Symptoms of Ineffective Teams
Communicating outside the Group
Over Dependency on the Leader
Unrealized Decisions
Hidden Conflicts
Fighting without Resolution
Subgroups

29. Breakdown, breakup, rebuild: Issues that develop in groups
Equality of effort
Loss of accountability
Sharing of rewards
Coordination loss

30. Dealing with “challenging” people
Hostile
Know it all
Loudmouth
Interrupter
Interpreter
Gossiper
Whisperer
Silent distracter
Busy-body
Latecomer
Early leaver

31. Transforming Existing Work Groups into High Performing Teams
Data Analysis
Problem Identification
Weak Sense of Direction
Infighting
Shirking of Responsibilities
Lack of Trust
Critical Skills Gaps
Lack of External Support

32. Transforming Existing Work Groups into High Performing Teams
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

33. Group contract Group name Contact person Expectations
Performance expectations of all team members including participation in activities, attendance at meetings out of class time, preparation for quizzes
Missed quizzes?
Tentative meeting schedule and protocol for subsequent scheduling
Protocol for addressing “breach of contract”
Peer evaluation (how much of presentation grade do you get?)

34. Right turns Wrong turns U-turns
Ethics
Right turns
Wrong turns
U-turns

35. Learning Objectives Develop Your Own Ethical Parameters.
Analyze Your Organization’s Ethics Policy.
Evaluate Business Situations to Determine Ethical Courses of Action.
Create a Positive Ethical Environment for Subordinates.

36. What Is Ethics? Why Is It Important?
Not Just an Abstraction, but Crucial for Managers
Managerial Behavior under Increasing Scrutiny

37. Why Study Ethics?
Managers Set Standards for Subordinates and Create a Tone for the Organization
Behavior of Managers Is under Increasing Scrutiny
Improves the Quality of Work Life
Ethical Reputations Are Good for Business

38. Why Ethics Questions Are Often Tougher Than They Seem
Often, There Is No Single “Correct” Answer.
There Are No Easy Answers.
Opinions Differ on Key Questions to Ask When Faced With Ethical Dilemmas.

39. How will you feel?
In their book, The Power of Ethical Management, clergyman Norman Vincent
Peale and business consultant Ken Blanchard suggest the following ethics check:
Is it legal? Will I be violating either civil law or company policy?
Is it balanced? Is it fair to all concerned in the short as well as long term? Does it promote win-win relationships?
How will it make me feel about myself? Will it make me proud? Would I feel good if my decision were published in the newspaper? Would I feel good if my family knew about it?

40. Factors Affecting Managerial Ethics
The Individual’s Characteristics
The Organization’s Culture
The Organization’s Structure
The Intensity of the Issue
The National Culture

41. How Can Organizations Encourage Ethical Behavior?
Make Better Personnel Selections
Develop a Code of Ethics

42. Exhibit 5-2: Variables Found in 83 Corporate Codes of Business Ethics
Cluster 1. Be a Dependable Organizational Citizen.
Comply with safety, health, and security regulations.
Demonstrate courtesy, respect, honesty, and fairness.
Illegal drugs and alcohol at work are prohibited.
Cluster 2. Do Not Do Anything Unlawful or Improper That Will Harm the Organization.
Conduct business in compliance with all laws.
Payments for unlawful purposes are prohibited.
Bribes are prohibited.
Cluster 3. Be Good to Customers
Convey true claims in product advertisements.
Perform assigned duties to the best of your ability.
Provide products and services of the highest quality.
See text for full list of Variables . . .

43. How Can Organizations Encourage Ethical Behavior? (continued)
Lead by Example
Set Realistic Job Goals
Provide Ethics Training
Use Comprehensive Performance Appraisals
Do Independent Social Audits
Create Ethics Officers

44. What You As An Individual Can Do
Develop Your Own Ethical Guideposts and Decision-making Processes.

45. Why Do Individuals Make Poor Choices on Ethical Issues?
Individual and/or organization is immature.
Economic self-interest is overwhelming.
Special circumstances outweigh ethical concerns.
People are uneducated in ethical decision-making.
Possible rewards outweigh possible punishments for unethical behavior.
The prevailing attitude is “All’s fair in love, war, and business.”
There is powerful organizational pressure to commit unethical acts.

46. Skill Guidelines for Developing and Applying Ethical Guideposts:
Know and Understand Your Organization’s Policy on Ethics.
Anticipate Unethical Conflict.
Think Before You Act.
Ask Yourself What-if Questions.
Seek Opinions from Others.
Do Not Allow Yourself to Become Isolated.
Do What You Truly Believe Is Right.

47. Ethical Screening Gather the Facts. Define the Ethical Issues.
Identify the Affected Parties.
Identify the Consequences.
Consider Your Character and Integrity.
Think Creatively about Alternatives.
Check Your Intuition.
Prepare to Defend Your Action.

48. Ethical tests Front page test Golden rule test
Would I be embarrassed if my decision became a headline?
Golden rule test
Would I be willing to be treated the same way?
Dignity and liberty test
Are the dignity and liberty of others preserved by this decision? Is the basic humanity of others effected?
Equal treatment test
Are the rights, welfare and betterment of minorities and lower status people given full consideration?

49. Ethical tests continued…
Personal gain test
Is an opportunity for personal gain clouding my judgment?
Congruence test
Is this action consistent with my personal principles? The organizational principles?
Procedural justice test
Can the procedures used to make this decision stand-up to scrutiny by those effected?
Cost-benefit test
Does a benefit for some cause a detriment for others? How critical are the benefits?
Good night sleep test
Whether or not anyone knows, will I sleep well tonight?