Lecture 10: High Performing Teams

Question 2

Overview and Trends: Increasing collaboration

Answer 2

teams have been labeled as the critical unit that gets things done in aaj ki duniya.

Over the past two decades, the time spent by managers and employees in collaborative activities has increased by 50% or more.

Question 3

COMMON CAUSES OF TEAM FAILURE

Answer 3

1. there is an underutilization of information and expertise:
   * perception of their being obstacles to voice disagreeiing opinions
   * also a failure to discover who knows what within the team
2. Corrosive dynamics: Inadequate trust, cohesion, and shared identity that undermines communication and collaboration
3. Team Stagnation: tendency to persist with existing, outdated routines rather than to
   learn and adapt over time

so basically underutilization of info and expertise; corrosive dynamics; team stagnation

Question 4

LEVERS OF HIGH PERFORMING TEAMS

Answer 4

OK SO:

1. ORGANIZATIONAL CONTEXT: a context which is supportive and reinforces competent task work through reward systems and education systems and information system
**2. GROUP DESIGN: **a design which prompts and faciliates competent task through structure of the task, composition of the group, group norms about the performance processes
3. GROUP SYNERGY: assistance to the group in interacting in ways that reduce process losses, create synergistic process gains.
4. PROCESS CRITERIA OF EFFECTIVENESS:
level of effort bought, amount of knowledge and skill applied to task work, appropriateness of task performance strategies used by group

5. MATERIAL RESOURCES:
   * Sufficient material resources to accomplish the task well and on time.

6.GROUP EFFECTIVENESS:
* task output is acceptable to those who receive or review it. t
* the capabilites of members to work together in the future is maintaned or strenghthend
* members needs are more satisfied than frustrated by group experience

important slides

Question 5

TEAM STRUCTURE AND DESIGN

What is a work team?

Answer 5

1. composed of 2 or more individuals
2. perform organizationally relevant tasks
3. have task interdependencies
4. share one or more common goals

Question 6

WORK TEAM

TB CHARACTERISTICS OF WORK TEAMS

Answer 6

1. identifiable members
2. identifiable task
3. degree of interdependence
4. at least 3 members

Question 7

TEAM STRUCTURE AND DESIGN

What enables work teams to become high perform? i.e what are the enabling conditions?

Answer 7

we are the high performing teams: we have!!!!:
come daro math humare direction mein:

1. compelling direction: explicit goals which are challenging and consequentia;
2. strong structure: right mix and number of members, perform meaningful tasks and establish clear group norms
3. supportive context: reward system that reinforces good performance, an info system that provides access to necessary data, educational system that offers training and development. access to material resources like tech assistance, funding etc.
4. shared mindset: strong common identity and a shared understanding of the task and one another

Question 8

GOOGLE ARISTOTLE FINDINGS

DIMPS

Answer 8

Google studied 180 teams over several years and found the
following 5 factors had the biggest impact on team success (in
order of importance):

1. PSYCHOLOGICAL SAFETY
2. IMPACT
3. MEANING
4. STRUCTURE AND CLARITY
5. DEPENDABILITY

dimps

Question 9

TEAM LEADERSHIP

HOSPITAL TEAMS COUNTERINTUITIVE FINDINGS

Answer 9

The hospitals with poor managers and low quality interpersonal processes had lower report ADEs (adverse drug events) because teams with poor managers and low interpersonal processes covered up their mistakes. Their reported ADEs were way lower than their actual ADEs

Question 10

LEADERSHIP

WHAT IS PSYCHOLOGICAL SAFETY

Answer 10

A team climate where there is interpersonal trust and mutual respect where people feel comfortable speaking and being themselves

(edmondson,1999)

Question 11

LEADERSHIP

HOW DO YOU FOSTER PSYCHOLOGICAL SAFETY

Answer 11

1. demonstrate engagement
2. show confidence but also dont portray urself as inflexible
3. be inclusive in devision making

Question 12

TEAM DEVELOPMENT

OUR BUDDY TUCKMANS STAGE MODEL OF TEAM DEVELOPMENT

tuckman said that friendly squirrels never play alone…

Answer 12

Forming: unclear objectives, roles and responsibilities; there is confusion

Storming: membiers strive for influence; conflict

norming; members reconcile differences and develop norms to guide subsequent interactions; consensus

performing: group energy is challenged into task’ confidence

adjourning: task is over, disengagement and disbanding of the team; closure

Question 13

DEVELOPMENT

WHAT ARE THE 4 TEAM TRAINING APPROACHES?

Answer 13

1. TEAM SPECIFIC: team training focuses on developing an intact team
   * team building, Task simulations
2. TEAM GENERIC: team training focusies on developing individuals to work across diff teams.
   * transportable teamwork skills training; Crew Resource management/team coordination training.
3. TASK SPECIFIC: TEam
   training focuses on
   developing skills that are
   related to specific tasks
   * task simulation; CRM
4. TASK GENERIC: team training focuses on developing skills that generalize across different tasks
   * transpirtable teamwork skills training; team buidling

Question 14

TEAM COORDINATION TRAINING (CREW RESOURCE MANAGEMENT)

Answer 14

Crew Resource Management (CRM) is a set of training and communication strategies used in environments where teamwork and coordination are crucial, such as aviation or healthcare. The goal of CRM is to enhance crew performance and reduce errors by improving interpersonal communication, leadership, situational awareness, decision-making, and task management. It emphasizes the importance of effective teamwork, open communication, and a shared understanding among team members to ensure safety and efficiency in complex and dynamic situations.