1. Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Zulema Seguel © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. CHAPTER 14 Exploring Team Dynamics (only!)

2. 248 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Advantage: Teams A survey of fifty-one companies concluded that the top three benefits of teams are: Greater productivity: Production teams at the Keithley Instruments’ plant in Salem, Ohio increased output by 90% and saw absenteeism fall 75%. More effective use of resources: Corning lowered the defect rates at its new specialty cellular ceramics plant from 1,800 parts per million to nine parts per million Better problem solving: In an era when quick turnaround matters a lot, the Carrier division of United Technologies Corporation decreased unit turnaround time at its new facility in Georgia from two weeks to two days.

3. 348 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Difference Between Groups and Teams Group –defined as a small set of individuals (anywhere from 3 to about 25) who are aware of each other, interact with one another, who have a sense of themselves together as a unit. A working group’s performance is a function of what each member does as an individual because members do not work interdependently and do not share responsibility for each other’s results. A traditional committee can be considered a group.

4. 448 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Difference Between Groups and Teams Teams –includes all of the characteristics of a working group but adds several others, including members working interdependently and being jointly accountable for performance goals. Thus, while team members do work as individuals, they also meld member efforts and have a “collective work product.” Members’ performance is a function of how well they work together. The team’s effectiveness depends on how members work together – it is not guaranteed. A team has more power and potential than a working group, but it requires more investment by members to realize that potential.

5. 548 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Two Key Team Concepts Teamwork, a word often confused with teams, represents a set of values whereby members are encouraged to help one another, to listen and give feedback to others, and to provide support and recognition to others. Teamwork values can exist even if a team does not. A team player is a member of some collective who embodies teamwork values. He or she is known for putting team needs above personal ambition and for being encouraging, being a good listener, and providing support and recognition to others. A team player works hard to make the team meet its goals.

6. 648 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Desert Survival Exercise

7. 748 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Teams versus Individuals Team Advantages Multiple perspectives More Creative Better Problem Solving Greater Understanding Greater Commitment Team Disadvantages Takes longer Potential personality clashes May choose riskier decision May choose compromise decision

8. 848 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Critical Elements for Effective Teams

9. 948 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Roles Roles are a set of behaviors that is characteristic of a person in a specific situation. Task-oriented roles –Roles that focus on behaviors directly related to accomplishing the goals of the group. Relationship-oriented roles –Roles that focus on behaviors that cultivate the well- being, continuity, and development of the group. Self-oriented roles –Roles that focus on an individual’s personal need or goal without regard for the group’s problems.

10. Examples of Roles

11. 1148 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Team Diversity Homogeneous –A team is considered similar or homogeneous when it is composed of individuals having group-related characteristics, backgrounds, interests, values, and attitudes that are alike. Heterogeneous –When the individuals are dissimilar with respect to group-related characteristics, backgrounds, interests, values, and attitudes, the group is diverse and is referred to as heterogeneous.

12. 1248 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Team Effectiveness and Composition Does a similar or diverse composition lead to a more effective team? –For tasks that are standard and routine, a homogeneous group functions more quickly. –For tasks that are non-routine and require diverse skills, a heterogeneous group yields better results.

13. 1348 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. The Impact of Group Size Effective task groups can range from two members to sixteen. As group size increases, more potential human resources are available to perform the work and accomplish needed tasks. However, communication and coordination become more difficult as group size increases. Freeriding can also occur when one or more team members expends decreasing amounts of effort because their contributions are less visible.

14. 1448 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Team Goals Team goals provide a clear, engaging sense of direction and tells us what is going to be accomplished. When team members share goals, they work harder and longer on the tasks required for high performance.

15. 1548 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Team Development Although most groups are in a continuous state of change, team development does follow a general pattern. Teams appear to go through a five-stage development process. –Forming –Storming –Norming –Performing –Adjourning

16. 1648 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Forming Stage Seeking basic information, defining goals, developing procedures, and making a preliminary evaluation of how the group might interact to accomplish goals. Group development stage marked by apprehension.

17. 1748 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Storming Stage Group development stage that occurs as group members experience conflict with one another as they locate and attempt to resolve: –Differences of opinion about key issues –Relative priority of goals –The task-related direction of the leader

18. 1848 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Norming Stage During the norming stage, a real sense of cohesion and teamwork begin to emerge. Group members feel good about each other and identify with the group.

19. 1948 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Performing Stage The group is fully functional and has learned to solve complex problems and implement the solutions. Cohesion has progressed to the point of collaboration.

20. 2048 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Adjourning Stage Involves the termination of task behaviors and disengagement from relationship- oriented behavior.

21. 2148 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. “Workteams and the Wizard of OZ” The Seven Keys to Effective Teamwork 1) Teams must have a clear objective. 2) Small successes reinforce the commitment of team members. 3) Diverse objectives must be linked by a common purpose. 4) Teams must find a common goal that benefits all members. 5) Successful teams are mutually supportive. 6) Adversity strengthens the bonds of the team. 7) Leaders must recognize a team’s real and symbolic needs

22. 2248 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Implications for Leaders: Developing & Nurturing Teams slide 1 of 2 Trust –Team members must learn to trust. Trust leads to flexibility and information flow. Involvement –Every team member’s participation counts. Individuals are dependent and interdependent on a team regardless of where they fit in the hierarchy. Emphasis on strengths –Team members must look for ways that their strengths and weaknesses complement each other.

23. 2348 © Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Implications for Leaders: Developing & Nurturing Teams slide 2 of 2 Instilment of accountability –Team members must take personal responsibility for completing tasks and supporting each other. Creation of precise goals –Members need clearly defined, precise goals and specific deadlines.