Leading Teams Reading Unit
Potential Problems of Teams and Groups 3. (Limited Accountability)
Limited Accountability Teams are often given credit for accomplishment but they are rarely blamed for failures. Instead, individual team members are blamed for team failures, and the group escapes the blame.
Methods of Conflict Resolution
Managers spend as much as 20 percent of their time dealing with conflict. Managing conflict effectively can therefore improve productivity. The manager/leader can choose among five basic styles of conflict resolution:
Stages of Group Development (Stage 1: Forming)
Members are eager to learn what tasks they will be performing and what constitutes acceptable behavior.
Negative Consequences of Conflict -
Negative consequences of conflict include poor physical and mental health, wasted resources, the sidetracking of important goals, and heightened self-interest. Many acts of workplace violence stem from stressed workers with unresolved conflicts with supervisors or coworkers.
People-Related Actions and Attitudes
Outstanding team players recognize that effective interpersonal relationships are important for getting tasks accomplished. 1).Trust team members 2).Share credit 3).Recognize the interests and achievements of others 4).Listen actively and share information 5).Give and receive criticism 6).Do not rain on another team member's parade
Methods of Conflict Resolution (sharing)
Sharers prefer moderate but not incomplete satisfaction for both parties, which results in a compromise.
Resolving Conflicts with Teams and Groups
Some disagreement and dispute within groups is inevitable.
informal group
emerges over time through the interaction of workers. Informal groups typically satisfy a social or recreational purpose.
Relationship conflict
focuses on personalized, individually oriented issues.
Task conflict
focuses on substantive, issue-related differences.
Positive Consequences of Conflict
- Positive consequences of job conflict include increased creativity, effort, diagnostic information, and group cohesion.
Works cited:
1Leonard E, Trusty K. Chapter 2: The Managerial Functions. Supervision: Concepts and Practices of Management, 13th ed. Boston, MA: Cengage Learning; 2016: 42-65. 2Williams C. Chapter 1: Management. Effective Management, 7th ed. Boston, MA: Cengage Learning; 2016: 2-25. 3Burke R, Friedman L. Chapter 2: Introduction to Management and Leadership Concepts, Principles, and Practices. Essentials of Management and Leadership in Public Health, 1st ed. Sudbury, MA: Jones & Bartlett Learning; 2011: 7-24. 4Flynn W, Mathis R, Jackson J, Valentine S. Healthcare Human Resource Management, 3rd ed. Boston, MA: Cengage Learning; 2016: 3-13. 5DuBrin A. Chapter 1: The Manager's Job. Essentials of Management, 7th ed. Mason, OH: South-Western Cengage Learning; 2006: 1-35. 6Walshe K, Smith J. Part 4: Healthcare Management and Leadership. Healthcare Management, 3rd ed. London: Open University Press; 2011: 376-574.
Self-Managed Work Team Effectiveness
About 50 percent of time self-managed work teams achieve productivity gains, yet effective teams can produce remarkable results. When self-management works, productivity gains of 10 to 20 percent are typical. High-caliber employees are required for the team because they must be able to solve problems on their own. Managers sometimes feel left out when the team manages itself.
Stages of Group Development (Stage 5: Adjourning)
After the task is completed, the group adjourns, yet members depart with important relationships and understandings they can use again in the future. Side note: A key managerial challenge is to help the group move past the first three stages into performing.
Managerial Actions for Building Teamwork
Certain managerial actions and organizational practices facilitate teamwork. An urgent, constructive purpose helps. To start, the entire team must agree on what constitutes success. A demanding performance challenge sustains the team. Competing against a common enemy pulls the team together. The norm and culture should favor teamwork. The leaders should frequently mention words that promote teamwork, such as team member rather than subordinate.
Characteristics of Effective Work Groups
Characteristics of effective work groups can be placed into nine categories. Enriched job design - Effective work groups follow the principles of job design embodied in job enrichment and the job characteristics model. A feeling of empowerment - Empowered teams share four experiences: potency (believing in themselves), meaningfulness of work, autonomy, and impact on other interested parties. Interdependent tasks and rewards - Group members depend on each other in terms of accomplishing tasks. They are goal interdependent because individual goals are linked to group goals. Interdependent feedback and rewards also contribute to group effectiveness. Right mix and size - Membership heterogeneity contributes to performance when the group has a variety of tasks to accomplish. Cultural diversity can enhance creativity. The group should be composed of the right number of people for the task. Mental ability and the right standing on personality factors are also helpful. Groups should be large enough to accomplish the work, but when groups become too large, confusion and poor coordination may result. Cross-functional teams, work teams, committees, and task forces tend to be the most productive with 7 to 10 members. Emotional intelligence - Building relationships inside and outside the team and making constructive use of emotion is important. Mutual trust is good, but too much trust inhibits monitoring each other's work. Support for the work group - Key organizational support factors include giving the group the information it needs, coaching group members, providing the right technology, and receiving recognition and rewards. Training can facilitate group effectiveness. Managers should invest resources in the group. Effective processes within the group - Many processes influence group effectiveness including high team spirit, mutual social support, workload sharing, and communication and cooperation within the group. The right processes lead to group cohesiveness. Follows processes and procedures - Adhering to work processes and procedures enhances productivity and quality. Familiarity with jobs, coworkers, and the environment Group effectiveness is enhanced when members are familiar with their jobs, co-workers, and the work environment. Familiarity essentially refers to experience. The characteristics of an effective work group should be supplemented by effective leadership. Team leaders must emphasize coaching rather than controlling. The group as an entity should be coached, not only individual members. A study showed that supportive coaching was more effective than the manager jumping in with suggestions.
Task versus Relationship Conflict
Cognitive conflicts are task oriented and deal mostly with intellect rather than emotion.
Potential Contributions of Teams and Groups
Considerable case history evidence supports the contribution of teams over independent effort, as reviewed in the section on self-managing work teams. Another perspective on the importance of teams is lift outs. Teams are the most useful when work processes cut across functional lines, speed matters, the environment is complex and changing, and innovation is key. Also, the tasks should require integration of highly interdependent performers.
Potential Problems of Teams and Groups 1. (Group Polarization)
During group problem solving the group sometimes moves toward taking greater risks—the risky shift. At other times the group becomes more conservative.
Stages of Group Development (Stage 2: Storming)
During this "shakedown" period, individual styles come into conflict. Hostility, infighting, tension, and confrontation are typical. Members may argue to clarify expectations of their contribution. Subgroups may attempt to form their own agenda.
Potential Problems of Teams and Groups 4.(Career Retardation)
Focusing too much on group or team effort can retard a person's career, such as being perceived as a team player rather than a leader. Trying too hard to please the team can lead to conformity in thinking. Outstanding performance remains necessary for advancement.
Potential Problems of Teams and Groups
Group activity, including group decision making, does not always lead to superior results.
Stages of Group Development Stage 3: (Norming)
Group standards of conduct are formed, and cohesiveness and commitment begin to develop. Norms may stem from the group itself, from the larger organization, and from professional codes of conduct.
Potential Contributions and Problems for Teams and Groups
Groups have both an upside and a downside.
Task-Related Actions and Attitudes
Task-related actions and attitudes focus on work itself more than on interpersonal relations. 1). Possesses and shares technical expertise 2). Assumes responsibility for problems 3). Is willing to commit to team goals 4). Is able to see the big picture 5). Is willing to ask tough questions (A tough question helps achieve insight into the nature of the problem facing the group.) 6). Is willing to try something new
Method of Operation
Team members work together on an ongoing, day-by-day basis, thereby not being a task force or committee. The work team is given total responsibility or "ownership" of a product or service. Workers are taught to be generalists rather than specialists. Based on their responsibility, team members usually develop pride in their work and team.
Methods of Conflict Resolution (Avoiding)
The avoider combines uncooperativeness and unassertiveness, and is indifferent to the concerns of either party.
Methods of Conflict Resolution (Collaboration)
The collaborator wants to satisfy the desire of both parties fully, and so follows a win-win philosophy. The conflict-resolution technique of confrontation and problem solving is built into collaboration. First the real problem is identified, and then a win-win solution is found.
Methods of Conflict Resolution (Forcing)
The emphasis here is winning one's concerns at the expense of the other party.
Group Polarization
The general term for moving in either direction is,Group Polarization a situation in which post-discussion attitudes tend to be more extreme than pre-discussion attitudes.
Stages of Group Development Stage 4: Performing.
The group is now ready to focus on accomplishing its key tasks, and the group becomes a well-functioning unit. Ideally, group members feel they are working "for the cause."
self-managed teams
The key purposes for establishing self-managed teams are to increase productivity, enhance quality, reduce cycle time, and to respond more rapidly to a changing workplace.
Methods of Conflict Resolution (Accommodation)
The other party's concerns are appeased without taking care of one's own concerns.
Consequences of Conflict
The right amount of conflict may enhance job performance, but too much or too little conflict lowers performance.
Relationship conflict (1).
These issues are dealt with more emotionally than intellectually. Moderate task conflict is functional because it requires the team to engage in activities, such as creative problem solving that foster team effectiveness. An analysis of many studies cautions that both task conflict and relationship conflict can be equally disruptive. A little conflict may be beneficial, but this advantage quickly breaks down as conflict intensifies.
Stages of Group Development
Understanding the stages of group development can lead to more effective group leadership or membership.
In-group jargon
bonds a team and sets the group apart from others.
collaborative workplace
in which people help each other achieve constructive goals.
group
is a collection of people who interact with each other, are working toward some common purpose, and perceive themselves to be a group.
self-managed work team
is a formally recognized group of employees who are responsible for an entire work process or segment that delivers a product or service to an internal or external customer.
crew
is a group of specialists each of whom have specific roles, perform brief events that are closely synchronized with each other, and repeat these events under different environmental conditions. A crew is identified by the technology it handles, such as a deep-sea salvage operation. Much is expected of crews, such as fighting fires, and their future is promising such as in dealing with natural disasters.
task force
is a problem-solving group of a temporary nature, usually working against a deadline. It functions much like a project except that it is usually of smaller size and more focused on studying a particular problem or opportunity. The task force usually makes recommendations to higher management.
project team
is a small group of employees working together on a temporary basis whose task is to accomplish a particular goal. Project managers work independently of the chain of command, and they negotiate for resources with the heads of the line and staff departments whose members are assigned to the project. Project managers act as coordinators of the people and material need to complete the mission. Being part of a project encourages identification with the project, often leading to high morale and productivity. If the project fails, it can be disbanded quickly.
virtual team
is a small group of people who conduct almost all of their collaborative work by electronic communication rather than by face-to-face meetings. They collaborate by conducting electronic meetings. E-mail, including IM, is the usual medium for sharing information and conducting meetings. Collaborative software (or groupware) also helps fun a virtual team. Strategic alliances in which geographically dispersed companies work with each other are a natural for virtual teams. Virtual teams are good for key employees who do not want to relocate. Trust is a very important component of virtual teams. Managers have to trust the team members to get the work done without supervision, and team members have to trust each other. Any type of work that is sequential or integrated would create problems for a virtual team.
team
is a special type of group in which members have complementary skills and are committed to a common purpose, a set of performance goals, and an approach to the task.
cross-functional team
is a work group composed of workers from different specialties, but at about the same organizational level, who come together to accomplish a task. The purpose of such a team is to get workers from different specialties to blend their talents. A major requirement for the success of a cross-functional team is collaboration among its members. A key success factor for cross-functional teams is that the team leader has both technical and process skills, including interpersonal skills.
Social Loafing
is freeloading, or shirking individual responsibility, when a person is placed in a group setting and removed from individual accountability
Potential Problems of Teams and Groups 2. (Social Loafing)
is freeloading, or shirking individual responsibility, when a person is placed in a group setting and removed from individual accountability. A contributing factor is that people withhold effort to avoid being played for a sucker.
formal group
is one deliberately formed by the organization to accomplish specific tasks and achieve goals.
Conflict
is the simultaneous arousal of two or more incompatible motives. Group members competing for the same resource leads to conflict. Different factions within a group is another contributor to conflict .
Teamwork
means that there is understanding and commitment to group goals on the part of all team members.
micromanagement
or supervising group members too closely and second-guessing their decisions.
consensus decision-making style
promotes teamwork. Feeding the team valid facts and information is helpful. In-group jargon bonds a team and sets the group apart from others.
lift outs
the practice of recruiting an entire high-functioning team from another organization.