Building Teams Flashcards
Teams and Task Forces
Teams are more permanent
Task forces generally to address singular issue
Goal oriented
Group
Two or more interacting and interdependent individuals who come together to achieve a goal
Formal Group
Work groups that have designated assignments/tasks directed towards organizational goals
Informal Groups
Independently formed to meet of their members
Problem-solving teams
Employees work together to solve specific problems
Self-managed work teams
Formal group of employees who operate without a manager and are responsible for a complete work process of segment
Worker freedom management style
Cross-functional teams
Hybrid grouping of individuals who are experts in various specialities who work together on various tasks
Virtual teams
Use of computer technology to link physically dispersed members in order to achieve a common goal
Stage of Team Development
Prestage 1
Stage 1: Forming
Stage 2: Storming
Stage 3: Norming
Stage 4: Performing
Stage 5: Adjourning
Prestage 1
Working as individuals, no group formation
Stage 1: Forming
Formation begins
Uncertainty is high
People looking for a leader/how they will fit into the group
Most interactions are social to get to know each other
Stage 2: Storming
Some conflict has begun internally before being resolved
Conflict and competition
Performance may decrease as a result of energy being spent on relationships
Failure to address conflict may result in long term problems
Stage 3: Norming
Close relationships and cohesiveness, someone is in charge, smoothing out efficiency
A degree of unity forms post storming
Productivity increases as group begins to focus on team goals
Stage 4: Performing
Fully functional
Mature, organized and fully functioning
Focused on problem solving and meeting team goals
Stage 5: Adjourning
Concern with wrapping up activities rather than task performance (more higher order thinking → finishing tasks and polishing)
Challenges for team players
- Individual resistance
Success defined as a team as a whole - Culture
Background of individualism or collectivism affects development
Task-oriented roles
Focus on task accomplishments
Maintenance roles
Maintaining good relations within the group
Shaping Team Behaviour
- Selection Seek technical and interpersonal skills - Training Workshops for team players - Rewards Encourage team work rather than individualism
Characteristics of effective teams
Communication Leadership Internal support External support Negotiating skills Trust Skills Commitment Goals
Group cohesiveness
Degree to which members are attracted to a group and share common goals
Highly cohesive → more effective/productive when goals align with organizational goals
Increasing Group Cohesiveness
Keep groups relatively small Favourable public image Encourage interaction and cooperation Physical environment plays into this. E.g. a good staff room Emphasize members common characteristics and interests Point out environmental threats Motivate group Regularly update/clarify goals Delegate responsibly Recognize special talents Equitably reinforce contributions
Optimal amount of conflict
If everyone is agreeing the task is not challenging enough or there are too many people
Depending on group size, you will want different levels of conflict
More conflict in smaller groups as there is better communication and group members know each other better
Categories of conflict
Functional conflicts are constructive
Dysfunctional conflicts are destructive
Three types of conflict
Task conflict: Relates to content and goals of the work
Relationship conflict: Interpersonal relationships and is always dysfunctional
Process conflict: How the work gets done
Technique for managing conflict:
Avoiding: Resolving by withdrawing or suppressing them
Accommodating: The willingness of one party in a conflict to place the opponents interests above his or her own
Forcing: A desire to satisfy one’s interests, regardless of the impact on the other parties
Compromising: A situation in which each party to a conflict is willing to give up something
Collaborating: A situation where the parties to a conflict each desire to satisfy fully the concerns of all parties
Social Loafing
The tendency for individual to expend less effort while working collectively than working individually
Are teams always the answer?
Can the work be done better by one person?
Does the work create a common purpose or set of goals that is more than the aggregate of individual goals?
Are the members of the group independent?
Law of Diminishing Returns
Task dependent but ~4 group members optimal
Subgroups may begin to form in groups of 5
May relate to suboptimal levels of conflict
The Ten Commitments of Leadership
- Find your voice
- Set an example
- Envision the future
- Enlist others in a common vision
- Search for opportunities
- Experiment and take risks
- Foster collaboration
- Strengthen others
- Recognize contributions
- Celebrate the values and victories
Loved
Positive reinforcement
Open and warm communication
Caring support
“About the heart, family, seeing the good in people and bringing the most out of them”
Feared
In-your-face taskmaster
Discipline and intimidation
Can go too far
What benefits are there for trusting a leader
Sharing a vision
Belief in competencies
Motivation
How do we develop trust as a leader?
Communication
Commitment to solving conflict in a collaborative way (both assertive and cooperative)
Set a positive example
Build a shared vision and values
