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Chapter 9: Teams and TeamworkHow do we get the job done together?
Objectives Diagnose stages of team developmentBuild high-performance teams Foster effective teamwork Facilitate team leadership Copyright © 2002, Prentice Hall
A Team Is... a small number of people with complementary skillshaving a common purpose with clear goals and shared accountability who are committed to accomplishing something. Copyright © 2002, Prentice Hall
Teams outperform individuals when performance requires:multiple skills multiple judgments broad experience free communication flow Copyright © 2002, Prentice Hall
Teams require a paradigm shift...self-awareness of individual identity, role, skills, is essential problem solving becomes a way of life ongoing development of skills is required good communication skills are critical empowerment is the energy of teams conflict is just part of the process developing process skills is required Copyright © 2002, Prentice Hall
Teams... require a merging of individual accountability and mutual accountability naturally integrate performance and learning, and are the best vehicle for fostering “learning organizations” must understand and master the team process in order to be effective and survive by being aware of team’s stage, you can anticipate problems and proactively solve them Copyright © 2002, Prentice Hall
Stages of Team DevelopmentForming: Orientation Break the ice Leader: Facilitate social interchanges Copyright © 2002, Prentice Hall 31
Stages of Team DevelopmentConforming Establish order Build cohesion Leader: Help clarify team roles Clarify norms Clarify values Forming Copyright © 2002, Prentice Hall 32
Stages of Team DevelopmentStorming Conflict Disagreement Leader: Encourage participation Surface differences Forming Conforming Copyright © 2002, Prentice Hall 33
Stages of Team DevelopmentForming Conforming Storming Performing: Cooperation Problem solving Leader: Facilitate task accomplishment Copyright © 2002, Prentice Hall 34
Stages of Team DevelopmentForming Conforming Storming Adjourning: Task completion Leader: Bring closure Signify completion Performing Copyright © 2002, Prentice Hall 35
Effective teams promote...Cooperation promotes achievement, excellence, and productivity takes advantage of all skills in group Trust reciprocal faith that leads to respect, communication, support, fairness, predictability and competence Copyright © 2002, Prentice Hall
Effective teams promote...Cohesiveness a sense of “we-ness” which is socio-emotional and instrumental raises team morale by increasing feeling of belonging improves productivity by increasing commitment to team goals Copyright © 2002, Prentice Hall
Effective Team LeadersDemonstrate integrity Are clear and consistent Create positive energy Use commonality and reciprocity Manage agreement and disagreement Encourage and coach Share information Copyright © 2002, Prentice Hall
Task-Facilitating Team RolesDirection giving Information seeking Information giving Elaborating Coordinating Monitoring Process analyzing Reality testing Enforcing Summarizing Copyright © 2002, Prentice Hall
Relationship-Building RolesSupporting Harmonizing Tension relieving Energizing Developing Facilitating Processing Copyright © 2002, Prentice Hall
Blocking Roles Overanalyzing Overgeneralizing FaultfindingPremature decision making Presenting opinions as facts Rejecting Pulling rank Dominating Stalling Copyright © 2002, Prentice Hall
Effective Feedback Focuses On:behavior, not persons observations, not inferences “here and now,” not past, behavior sharing ideas, not giving advice information recipient can use, not an emotional release for you a time and place when personal data can be shared Copyright © 2002, Prentice Hall
Effective teams have... a small group size skilled individualsan ability to combine skills a commitment to a common approach motivating tasks minimal status differences; when present, they are based on contributions a way to meet group member’s socio-emotional needs... Copyright © 2002, Prentice Hall
Effective teams have... goal accomplishmentreduced supervision, replaced by mutual accountability group regulation of behavior performance that is acceptable to customers viability linked to satisfaction and a desire to contribute Copyright © 2002, Prentice Hall
Management Skills for High Performing TeamsLeading Teams - develop credibility - articulate a vision High Performing Teams - desired outcomes - shared purpose - accountability - blurred distinctions - coordinated roles - efficiency and participation - high quality - creative continuous improvement - credibility and trust - core competence Team Membership - play task facilitation roles - play relationship building roles - provide feedback Team Development - diagnose stage development - foster team development and high performance Copyright © 2002, Prentice Hall
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