Description
The PPT explains on types of teams, self directed teams, homogeneous vs heterogenous, team development, levels of trust, team constraints, team building , communication, hierarachy process.
Team Roles, Systems & Communication
What are Teams?
• Groups of two or more people • Exist to fulfill a purpose • Interdependent -- interact and influence each other • Mutually accountable for achieving common goals • Perceive themselves as a social entity
Types of Teams and Groups
Permanent Formal Teams Temporary
Production team Management team
Task force Skunkwork
Informal Groups
Friendship group
Community of practice
Self-Directed Work Teams Defined
•Formal groups that complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the execution of these tasks.
Self-Directed Work Team Attributes
Completes an entire piece of work Receives teamlevel feedback and rewards Team assigns tasks to members
Self-Directed Work Teams
Responsible for correcting problems
Controls work input, flow, and output
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
Homogeneous vs. Heterogeneous Teams
Homogeneous Teams •Less conflict •Faster team development •Performs better on cooperative tasks •Better coordination Heterogeneous Teams •More conflict •Longer team development •Performs better on complex problems •More creative
•High satisfaction of team members
•Better representation outside the team
Stages of Team Development
Performing
Norming
Storming Forming
Existing teams might regress back to an earlier stage of development
Adjourning
Trust Defined
•A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intent or behavior of another person.
Three Levels of Trust
• Calculus-based trust
– easily broken by a violation of expectations – cannot sustain a team’s relationship
• Knowledge-based trust
– More stable than calculus-based trust – Develops over time
• Identification-based trust
– Based on social identity theory – Tend to forgive transgression because team is part of our personal identity
Team Decision Making Constraints
• Time constraints
– Time to organize/coordinate – Production blocking
• Evaluation apprehension
– Belief that other team members are silently evaluating you
• Conformity to peer pressure
– Suppressing opinions that oppose team norms
Team Constraints: Groupthink
• Tendency in highly cohesive teams to value consensus at the price of decision quality • More common when the team: – Is highly cohesive – Is isolated from outsiders – Team leader is opinionated – Faces external threat – Has recent failures – Team lacks clear guidance
Team Constraints: Group Polarization
• Tendency for teams to make more extreme decisions than individuals alone • Riskier options usually taken because of gambler’s fallacy -- believe they can beat the odds
The Trouble With Teams
• Individuals better/faster on some tasks • Process losses - cost of developing and maintaining teams • Companies don’t support best work environment for team dynamics • Social loafing
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
Changing Team Norms
? Introduce norms when forming teams
? Select members with preferred norms
? Discuss counter-productive norms
? Reward behaviors representing desired norms
? Disband teams with dysfunctional norms
Types of Team Building
• • • • Role definition Goal setting Problem solving Interpersonal process
© Straits Times
Making Team Building Effective
• Team-building activities need to target specific team problems • Team building is a continuous process, not a one-shot inoculation • Team building needs to occur on-thejob, not just away from the workplace
Team Roles
• Role -- set of behaviors people are expected to perform by holding certain positions – Formally assigned or informally acquired based on personality preferences • Belbin’s Team Role Model – Nine team roles -- all needed for optimal team performance – People choose preferred role based on their personality – Some roles should be strongest at certain times
Belbin’s Team roles• Resource investigator
• Plant (imaginative, unorthodox, creates) • Coordinator (clarifies goals, promotes decision making) • Montitor (evaluator, discerning) • Implementer(reliable, disciplined) • Completer(painstaking, anxious)
(enthusiastic, explores opportunities) • Shaper (Challenging, dynamic,faces obstacles) • Team worker(cooperative, perceptive, listens) • Specialist (self-starting, dedicated, provides skills in rare supply)
Role of communication in teams
Four Functions of Communication
? Knowledge management ? Decision making ? Coordinating work activities
? Fulfilling drive to bond
Communicating Through E-mail
•Preferred medium for coordinating work •Tends to increase communication volume •Significantly alters communication flow
–Reduces some face-to-face and telephone communication –Increases information flow to higher levels in the organization
Nonverbal Communication
? Actions, facial gestures, voice intonation, silence, etc. ? Transmits most info in face-to-face meetings ? Influences meaning of verbal and written symbols ? Less rule bound than verbal communication ? Important part of emotional labor ? Automatic and unconscious
Emotional Contagion
• The automatic process of “catching” or sharing another person’s emotions by mimicking their facial expressions and other nonverbal behavior • Emotional contagion serves three purposes:
– Provides continuous feedback to speaker – Increases emotional understanding of the other person’s experience – Communicates a collective sentiment -- sharing the experience
Communication Barriers
• Perceptions
• Filtering • Language
– Jargon – Ambiguity
• Information Overload
Getting Your Message Across
• Empathize
• Repeat the message
• Use timing effectively • Be descriptive
Active Listening Process/Strategies
SENSING
• Postpone evaluation • Avoid interruptions • Maintain interest
Active Listening
RESPONDING
• Show interest • Clarify the message
EVALUATING
• Empathize • Organize information
Hierarchy of Media Richness
Rich
Overloaded Zone
Media Richness
Face-to-face
Telephone
E-mail Newsletters Oversimplified Zone
Lean Routine/ Clear
Situation
Nonroutine/ Ambiguous
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
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_695210792.ppt
The PPT explains on types of teams, self directed teams, homogeneous vs heterogenous, team development, levels of trust, team constraints, team building , communication, hierarachy process.
Team Roles, Systems & Communication
What are Teams?
• Groups of two or more people • Exist to fulfill a purpose • Interdependent -- interact and influence each other • Mutually accountable for achieving common goals • Perceive themselves as a social entity
Types of Teams and Groups
Permanent Formal Teams Temporary
Production team Management team
Task force Skunkwork
Informal Groups
Friendship group
Community of practice
Self-Directed Work Teams Defined
•Formal groups that complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the execution of these tasks.
Self-Directed Work Team Attributes
Completes an entire piece of work Receives teamlevel feedback and rewards Team assigns tasks to members
Self-Directed Work Teams
Responsible for correcting problems
Controls work input, flow, and output
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
Homogeneous vs. Heterogeneous Teams
Homogeneous Teams •Less conflict •Faster team development •Performs better on cooperative tasks •Better coordination Heterogeneous Teams •More conflict •Longer team development •Performs better on complex problems •More creative
•High satisfaction of team members
•Better representation outside the team
Stages of Team Development
Performing
Norming
Storming Forming
Existing teams might regress back to an earlier stage of development
Adjourning
Trust Defined
•A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intent or behavior of another person.
Three Levels of Trust
• Calculus-based trust
– easily broken by a violation of expectations – cannot sustain a team’s relationship
• Knowledge-based trust
– More stable than calculus-based trust – Develops over time
• Identification-based trust
– Based on social identity theory – Tend to forgive transgression because team is part of our personal identity
Team Decision Making Constraints
• Time constraints
– Time to organize/coordinate – Production blocking
• Evaluation apprehension
– Belief that other team members are silently evaluating you
• Conformity to peer pressure
– Suppressing opinions that oppose team norms
Team Constraints: Groupthink
• Tendency in highly cohesive teams to value consensus at the price of decision quality • More common when the team: – Is highly cohesive – Is isolated from outsiders – Team leader is opinionated – Faces external threat – Has recent failures – Team lacks clear guidance
Team Constraints: Group Polarization
• Tendency for teams to make more extreme decisions than individuals alone • Riskier options usually taken because of gambler’s fallacy -- believe they can beat the odds
The Trouble With Teams
• Individuals better/faster on some tasks • Process losses - cost of developing and maintaining teams • Companies don’t support best work environment for team dynamics • Social loafing
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
Changing Team Norms
? Introduce norms when forming teams
? Select members with preferred norms
? Discuss counter-productive norms
? Reward behaviors representing desired norms
? Disband teams with dysfunctional norms
Types of Team Building
• • • • Role definition Goal setting Problem solving Interpersonal process
© Straits Times
Making Team Building Effective
• Team-building activities need to target specific team problems • Team building is a continuous process, not a one-shot inoculation • Team building needs to occur on-thejob, not just away from the workplace
Team Roles
• Role -- set of behaviors people are expected to perform by holding certain positions – Formally assigned or informally acquired based on personality preferences • Belbin’s Team Role Model – Nine team roles -- all needed for optimal team performance – People choose preferred role based on their personality – Some roles should be strongest at certain times
Belbin’s Team roles• Resource investigator
• Plant (imaginative, unorthodox, creates) • Coordinator (clarifies goals, promotes decision making) • Montitor (evaluator, discerning) • Implementer(reliable, disciplined) • Completer(painstaking, anxious)
(enthusiastic, explores opportunities) • Shaper (Challenging, dynamic,faces obstacles) • Team worker(cooperative, perceptive, listens) • Specialist (self-starting, dedicated, provides skills in rare supply)
Role of communication in teams
Four Functions of Communication
? Knowledge management ? Decision making ? Coordinating work activities
? Fulfilling drive to bond
Communicating Through E-mail
•Preferred medium for coordinating work •Tends to increase communication volume •Significantly alters communication flow
–Reduces some face-to-face and telephone communication –Increases information flow to higher levels in the organization
Nonverbal Communication
? Actions, facial gestures, voice intonation, silence, etc. ? Transmits most info in face-to-face meetings ? Influences meaning of verbal and written symbols ? Less rule bound than verbal communication ? Important part of emotional labor ? Automatic and unconscious
Emotional Contagion
• The automatic process of “catching” or sharing another person’s emotions by mimicking their facial expressions and other nonverbal behavior • Emotional contagion serves three purposes:
– Provides continuous feedback to speaker – Increases emotional understanding of the other person’s experience – Communicates a collective sentiment -- sharing the experience
Communication Barriers
• Perceptions
• Filtering • Language
– Jargon – Ambiguity
• Information Overload
Getting Your Message Across
• Empathize
• Repeat the message
• Use timing effectively • Be descriptive
Active Listening Process/Strategies
SENSING
• Postpone evaluation • Avoid interruptions • Maintain interest
Active Listening
RESPONDING
• Show interest • Clarify the message
EVALUATING
• Empathize • Organize information
Hierarchy of Media Richness
Rich
Overloaded Zone
Media Richness
Face-to-face
Telephone
E-mail Newsletters Oversimplified Zone
Lean Routine/ Clear
Situation
Nonroutine/ Ambiguous
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
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_695210792.ppt