1. Team Dynamics Workshop By Kadire Zeynep Sayım Faculty of Business Administration

2. Objectives of this workshop Why teams? Teams versus groups: Differences? Importance & power of teamwork Team formation Roles in teams Effectiveness of teams 8–28–2

3. Why have teams become popular?  Teams typically outperform individuals. use employee talents better. are more flexible and responsive to changes in the environment. facilitate employee involvement. are an effective way to democratise an organization and increase motivation. 8–38–3

4. Synergy 8–48–4 That is: The whole is greater than the sum of its parts. Or 1+1+1>3

5. An exercise World atlas Ceramic tea pot IPad Floppy disk Board marker Toy ambulance Fashion magazine Parfume Cat statue Calculator Ear ring Academic calendar Fridge magnet Newspaper Pair of eye glasses Plastic knife LargeTurkey flag CV AAA size batteries Scissors 8–58–5

6. Teams vs. groups 8–68–6

7. Comparing groups with teams 8–78–7

8. Stages of Team Development 8–88–8

9. An alternative model for temporary teams: The punctuated-equilibrium model 8–98–9

10. Mid-point transitions Sense of urgency New perspectives and processes Awareness of external constraints Implementation focus 8–10

11. Teams in balance Strengths More complete information Increased diversity of views Higher quality of decisions Increased acceptance of solutions Potential for creativity and quality Commitment Weaknesses More time consuming (inefficiency) Increased pressure to conform Domination by one or a few members Ambiguous responsibility Potential for lack of creativity 8–11

12. Creating Effective Teams: Two potential problems 8–12 Group Size Performance Expected Actual (due to loafing)

13. Consequences of groupthink: Poor decision making Poor information gathering Selective information processing Development of few alternatives Failure to consider risk fully Failure to reevaluate decision and alternatives Failure to develop contingency plans 8–13

14. Can we minimise groupthink? Bring in outsiders with differing opinions Create subgroups and rotate membership among them Assign several devil’s advocates Provide clear rules to encourage disagreement and constructive conflict Encourage an open climate through nondirective leadership 8–14

15. What defines effectiveness in teams? A model 8–15 Team Design Autonomy Skill variety Task identity Task significance Composition Ability Personality Roles & diversity Size Processes Team Member Relationships: Cohesiveness Common purpose Specific goals Team efficacy Conflict Team roles: Task- & Relationship-Oriented

16. Roles in teams  Task Performance Roles Analyzing the problem or task structure Suggesting solutions Asking for information Summarizing Delegating Refocusing team on task Pushing for a team decision  Maintenance (interpersonal) Roles Telling a joke Mediating a conflict between team members Encouraging all to participate Showing approval Suggesting a break from work Reminding members of norms for cooperation Encouraging and modeling positive affect for team members 8–16

17. Characteristics of effective teams Clear unity of purpose Clear performance goals An informal, comfortable, relaxed atmosphere Participative discussion Freedom of feelings and ideas Positive perceptions of disagreement Frequent, frank and comfortable criticism Shared leadership 8–17

18. Team Effectiveness Effective teams: fulfill objectives, meet member needs and survive What determines whether your team works well or not? Team design Composition Processes 8–18