1. EFFECTIVE & INEFFECTIVE TEAMS EFFECTIVE goals are clarified, modified and structured cooperatively two-way communication: ideas and feelings are expressed INEFFECTIVE goals are imposed by the leader and structured competitively one-way communication: ideas expressed and feelings are suppressed

2. EFFECTIVE & INEFFECTIVE TEAMS EFFECTIVE participation and leadership distributed: emphasise goals and internal maintenance ability and information determine power: power is equalised and shared INEFFECTIVE leadership delegated, participation unequal: goals alone are emphasised position and authority determine power: obedience to authority is the rule

3. EFFECTIVE & INEFFECTIVE TEAMS EFFECTIVE decisions according to situation: consensus, involvement and discussion structured controversy key to quality and creative decision making INEFFECTIVE decisions by highest authority: minimal discussion and involvement disagreement suppressed and avoided: quick compromises sought

4. EFFECTIVE & INEFFECTIVE TEAMS EFFECTIVE conflicts resolved through mediation: agreements maximise joint outcomes skills are stressed, cohesion is advanced and individuality is endorsed INEFFECTIVE conflicts resolved through avoidance: there are winners and losers functions are stressed, cohesion is ignored and conformity is promoted

5. USE OF THE MBTI OPPOSITES Problem solving and the TF dimension Communication and the EI & TF dimensions Giving feedback and the TF dimension Creating and processing ideas and the SN dimension

6. USE OF THE MBTI OPPOSITES Intuitives need sensors to..... raise relevant facts apply experience read fine print have patience see what needs doing Sensors need intuitives to..... raise new possibilities apply ingenuity read changes have enthusiasm prepare for future

7. USE OF THE MBTI OPPOSITES Feelers need thinkers to..... analyse organise find the flaws weigh up evidence stand up to opposition Thinkers need feelers to..... persuade conciliate forecast feelings sell an idea appreciate thinkers

8. BELBIN’S TEAM TYPES implementer coordinator shaper plant resource investigator monitor evaluator team builder completer finisher

9. BAD DECISION MAKING a lack of group maturity decisions based on dominant response the presence of social loafers fears of exploitation by others engaging in groupthink members with conflicting goals

10. BAD DECISION MAKING the influence of egocentrism the problems of homogeneity the team is the wrong size premature closure and dissonance a lack of technical and group skills a lack of incentive to contribute

11. COOPERATION IN GROUPS the reciprocity norm: you scratch my back personal beliefs: work ethic and just world reward systems: pay for performance job design: need to work together

12. COOPERATIVE GROUPS identify sources of conflict avoid competitive methods employ cooperative methods develop efficacy in performance

13. FURTHER READING Baron, R, Kerr, N & Miller, N (1992) Group Process, Group Decision, Group Action. Open University Press Brewer, N & Miller, N (1996) Intergroup Relations. Open University Press Higgs, M (1999) “Belbin Team Roles: Does The Mix Matter?” in Selection & Development Review 15 (5) pp3-8 Johnson,R & Johnson, F (2000) Joining Together: Group Theory & Group Skills (7th ed) Allyn & Bacon Stairs, M, Kandola, B & Sandford-Smith, R (2000) “Slim Picking” People Management 28 December 2000 pp 28-30