OB Chapter 8

Important for Collaboration

1. Communicate expectations 2. Set team goals 3. Encourage creativity 4. Build work flow rhythm 5. Leverage team member strengths

8 Attributes of High-Performance Teams

1. Compelling team purpose and clear goals 2. Clear goals and responsibilities 3. Appropriate mix of knowledge, skills, and abilities 4. Effective incentives and motivation 5. Trust and communication 6. Power and empowerment 7. Early and effective conflict resolution 8. Norms for collaboration

3 Forms of Trust

1. Contractual Trust 2. Communication Trust 3. Competence Trust

Five Common Teamwork Competencies

1. Contributes to the teams work 2. Constructively interacts with team members 3. Keeps team on track 4. Expects high-quality 5. Possesses relevant knowledge, skills, and abilities (KSAs) for team's responsibilites

3 Characteristics of Groups and Teams

1. Dependence 2. Accountability 3. Time

Team Performance Strategies

Deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities.

Team Charters

Describe how the team will operate, for instance, how members will share information, hold members accountable, deal with conflict, and make decisions.

Team Composition

Describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members.

Norms

Shared attitudes, opinions, feelings, or behaviours that guide individual and group bahaviours.

Group Cohesiveness

The degree to which members feel part of the collective or "we" of the group.

Task Interdependence

The degree to which team members depend on each other for information, materials, and other resources to complete their jobs tasks.

Outcome Interdependence

The degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions.

Time

The duration members spend together completing tasks and responsibilities.

Dependance

The extent to which one member's tasks and responsibilities are linked to those of other members.

Social Loafing

The tendency for the individual effort to decline as group size increases.

Trust

The willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intention and behaviours will affect you.

Team Adaptive Capacity

(Adaptability) The ability to make needed changes in response to demands put on the team.

Common Challenges for Virtual Teams

- Relationships - Communication - Decision Making - Leadership - Diversity

Types of Teams

- Work Teams: Have a well-defined and common purpose, are more or less permanent, and require complete commitment of their members. - Project Teams: Assembled to tackle a particular problem, task, or project. - Cross-Functional Teams (CFTs): Created with members from different disciplines within an organization, such as finance, operations, and R&D. - Self-Managed Teams (SMTs): Collective autonomy and responsibility to plan, manage, and execute tasks interdependently to achieve their goals. - Virtual Teams: Members work across time, space, and organizational boundaries to achieve common goals.

Ways to Guard against Social Loafing

1. Limit group size: Fewer people means fewer places to shift work of hide. 2. Accountability: Ensure members have clear roles and responsibilities, and that they need to deliver. 3. Build in feedback: Create a way that team members receive feedback, ideally both during and at the end, of a project. This will help with accountability and discouraging loafing in the first place, and it will "call them out" if they slack off. 4. Cultivate cohesion: Teams whose members are emotionally bonded are far less likely to loaf.

Four Basic Types of Task Interdependence

1. Pooled 2. Sequential 3. Reciprocal 4. Comprehensive

Role

A set of expected behaviors for a particular position.

Group Role

A set of shared expected behaviors for members of the group as a whole.

Formal Group

Assigned by an organization or its managers to accomplish specific goals. Fulfill Two Basic Functions: Organizational and Individual

3 Cs of Effective Teams

Charters and strategies Composition Capacity

Teams

Collections of two or more individuals whose tasks and responsibilities depend on the other members, are collectively accountable for the performance and outcomes associated with their work, and work together for the time required for task completion. Ex: Airline Crew

Groups

Collections of two or more individuals with low or no task dependency, who are not accountable to each other for their work, and who may or may not assemble for a specified period of time. Example: Airline Passengers

3 Cs of Team Players

Committed Collaborative Competent

Task Roles

Enable the work group to define, clarify, and pursue a common purpose. - Initiator: Suggests new goals or ideas - Information Seeker/Giver: Clarifies key issues - Opinion Seeker/Giver: Clarifies pertinent values - Elaborator: Promotes greater understanding through examples or exploration of implications - Coordinator: Pulls together ideas and suggestions - Orienter: Keep group headed toward its stated goal(s) - Evaluator: Tests group's accomplishments with various criteria such as logic and practicality - Energizer: Prods group to move along or to accomplish more - Procedural Technician: Performs routine duties (handing out materials or rearranging seats) - Recorder: Performs a "group memory" function by documenting discussion and outcomes

Informal Group

Exists when the members' overriding purpose in getting together is friendship or a common interest.

Maintenance Roles

Foster supportive and constructive interpersonal relationships - Encourager: Fosters group solidarity by accepting and. praising various points of view - Harmonizer: Mediates conflict through reconciliation or humor - Compromiser: Helps resolve conflict by meeting others halfway - Gatekeeper: Encourages all group members to participate - Standard Setter: Evaluates the quality of group processes - Commentator: Records and comments on group processes/dynamics - Follower: Serves as a passive audience

Accountability

Involves who is responsible for the tasks and related outcomes.

Tuckman's Five-Stage Model of Group Development

Stage 1: Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing Stage 5: Adjourning

Group Characteristics

Task Dependency: Independent (Members' tasks and responsibilities are independent from each other) Accountability: Individual (Performance and other outcomes are the responsibilities of individual members) Time Together: Unspecified (May be unspecified as most often not linked to a specific task or goal)

Team Characteristics

Task Dependency: Interdependent (Members' tasks and responsibilities are interdependent) Accountability: Shared (Performance and other outcomes are shared responsibilities among members) Time Together: Specific (Generally, for a specific amount of time required to complete a task or goal)

Collaboration

The act of sharing information and coordinating efforts to achieve a collective outcome.