Description
Presentation describes about team dynamics concepts by covering frameworks, task interdependence, effectiveness, development, Belbin's team roles and SWOT
Team Dynamics
Some themes in the ISI cases
• Conflict between two team members who are different in their seniority. • Conflict of employee under pressures at work • Difficulty of adaptation required for a fresher in taking up different roles in an organization.
• Cultural sensitivities at work and the conflict an individual employee faces. • Conflict faced by the employee in the organization as well as an implicit conflict a manager faces during an appraisal process. • An individual employee growth dynamics and appropriate competencies.
• • • •
Role perspectives in teams. Conflict of an employee who is growing and performing but has difficulty in coping. Internal competition between team members Cross cultural team functioning
Number of interactions = Periodic impressions
Number of impressions = Perception
Number of events of perception = Assessment
A framework to understand others in your team
Data Behavioural data Direct data Inferred data Indirect data
From the Observation of the person person’s behaviour in himself/her the context ensures highest validity self
The persons impression may be biased/ intentionally projected; needs to be validated
From others
Response behaviours in their interactions with the person ; other’s impressions will have to be validated
Could be opinionated; needs to be validated
Levels of Task Interdependence
High Reciprocal
B C A
Sequential
A
B
C
Resource
Pooled Low
A B C
Team Effectiveness Model
Organizational and Team Environment • Reward systems • Communication systems • Physical space • Organizational environment • Organizational structure • Organizational leadership Team Processes
Team Design
•Task characteristics •Team size •Team composition
Team Effectiveness • Achieve organizational goals • Satisfy member needs • Maintain team survival
•Team development •Team norms •Team roles •Team cohesiveness
Stages of Team Development
Performing
Norming
Storming Forming
Existing teams might regress back to an earlier stage of development
Adjourning
Learning of Team Norms
• Informal rules and expectations team establishes to regulate member behaviors • Norms develop through: – Explicit statements
– Critical events in team’s history
– Initial team experiences – Beliefs/values members bring to the team – Accountability & responsibility issues
Belbin’s Team roles
• Plant (imaginative, unorthodox, creates) • Coordinator (clarifies goals, promotes decision making) • Montitor (evaluator, discerning) • Implementer(reliable, disciplined) • Completer(painstaking, anxious) • Resource investigator (enthusiastic, explores opportunities) • Shaper (Challenging, dynamic,faces obstacles) • Team worker(cooperative, perceptive, listens) • Specialist (self-starting, dedicated, provides skills in rare supply)
Communication needs for team effectiveness
Explicitness of Team norms and assignment of roles
Z Who is to take the prime responsibility to communicate? Is it the Team Leader, Project manager or the team members?...... Y
X Information and know-how needs for the assigned team task
A sum up on Team Processes
Strengths Team cohesiveness Homogenity & creativity Task interdependence Weaknesses Resource Inadequacy An uninvolved leader A passive leader Process losses Social loafing Threats Group think Group polarization Individualistic members
Opportunities Team building Trust building Team communication Educating team norms Allocating team roles
doc_905478054.pptx
Presentation describes about team dynamics concepts by covering frameworks, task interdependence, effectiveness, development, Belbin's team roles and SWOT
Team Dynamics
Some themes in the ISI cases
• Conflict between two team members who are different in their seniority. • Conflict of employee under pressures at work • Difficulty of adaptation required for a fresher in taking up different roles in an organization.
• Cultural sensitivities at work and the conflict an individual employee faces. • Conflict faced by the employee in the organization as well as an implicit conflict a manager faces during an appraisal process. • An individual employee growth dynamics and appropriate competencies.
• • • •
Role perspectives in teams. Conflict of an employee who is growing and performing but has difficulty in coping. Internal competition between team members Cross cultural team functioning
Number of interactions = Periodic impressions
Number of impressions = Perception
Number of events of perception = Assessment
A framework to understand others in your team
Data Behavioural data Direct data Inferred data Indirect data
From the Observation of the person person’s behaviour in himself/her the context ensures highest validity self
The persons impression may be biased/ intentionally projected; needs to be validated
From others
Response behaviours in their interactions with the person ; other’s impressions will have to be validated
Could be opinionated; needs to be validated
Levels of Task Interdependence
High Reciprocal
B C A
Sequential
A
B
C
Resource
Pooled Low
A B C
Team Effectiveness Model
Organizational and Team Environment • Reward systems • Communication systems • Physical space • Organizational environment • Organizational structure • Organizational leadership Team Processes
Team Design
•Task characteristics •Team size •Team composition
Team Effectiveness • Achieve organizational goals • Satisfy member needs • Maintain team survival
•Team development •Team norms •Team roles •Team cohesiveness
Stages of Team Development
Performing
Norming
Storming Forming
Existing teams might regress back to an earlier stage of development
Adjourning
Learning of Team Norms
• Informal rules and expectations team establishes to regulate member behaviors • Norms develop through: – Explicit statements
– Critical events in team’s history
– Initial team experiences – Beliefs/values members bring to the team – Accountability & responsibility issues
Belbin’s Team roles
• Plant (imaginative, unorthodox, creates) • Coordinator (clarifies goals, promotes decision making) • Montitor (evaluator, discerning) • Implementer(reliable, disciplined) • Completer(painstaking, anxious) • Resource investigator (enthusiastic, explores opportunities) • Shaper (Challenging, dynamic,faces obstacles) • Team worker(cooperative, perceptive, listens) • Specialist (self-starting, dedicated, provides skills in rare supply)
Communication needs for team effectiveness
Explicitness of Team norms and assignment of roles
Z Who is to take the prime responsibility to communicate? Is it the Team Leader, Project manager or the team members?...... Y
X Information and know-how needs for the assigned team task
A sum up on Team Processes
Strengths Team cohesiveness Homogenity & creativity Task interdependence Weaknesses Resource Inadequacy An uninvolved leader A passive leader Process losses Social loafing Threats Group think Group polarization Individualistic members
Opportunities Team building Trust building Team communication Educating team norms Allocating team roles
doc_905478054.pptx