Chapter 9

Groupthink (9.2)

Groupthink is a group pressure phenomenon that increases the risk of the group making flawed decisions by allowing reductions in mental efficiency, reality testing, and moral judgment. Groupthink is most common in highly cohesive groups. [5]

Team Roles (9.3)

Studies show that individuals who are more aware of team roles and the behavior required for each role perform better than individuals who do not. This fact remains true for both student project teams as well as work teams, even after accounting for intelligence and personality

How to run a meeting (9.4)

1. Before 2. During 3. After

Characteristics of Cohesive Groups (9.2)

1. Collective Identity 2. Moral bond and a desire to remain part of the group 3. Purpose 4. Structured Communication

Too Cohesive? (9.2)

1. Conflict avoidance 2. Excommunication

Boundary-Spanning Roles (9.3)

1. Consul role includes gathering information from the larger organization and informing those within the organization about team activities, goals, and successes. 2. Coordinator role includes interfacing with others within the organization so that the team's efforts are in line with other individuals and teams within the organization.

Team Role Typology (9.3)

1. Contractor 2. Creator 3. Contributor 4. Completer 5. Critic 6. Cooperator 7. Communicator 8. Calibrator 9. Consul 10. Coordinator

Task Roles (9.3)

1. Contractor Organizer 2. Creator changes in the team's task process structure 3. Contributor brings information and expertise to the team 4. Completer transforms ideas into action... Follow up, Summarize 5. Critic Devil's advocate

Stages of Group Development (9.2)

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Barriers to Effective Teams (9.5)

1. Knowing when to begin 2. Dominating Team Members 3. Poor Performance of Team Members 4. Poorly Managed Team Conflict

Team Tasks (9.3)

1. Production Tasks 2. Idea-Generation Tasks 3. Problem-Solving Tasks

Team Interdependence (9.3)

1. Sequential Interdependence 2. Outcome Interdependence 3. Reciprocal Interdependence 4. Pooled Interdependence 5. Task Interdependence

Factors that affect Group Cohesion (9.2)

1. Similarity 2. Stability 3. Size 4. Support 5. Satisfaction

Types of Teams (9.3)

1. Task Force 2. Product Development Team 3. Cross-Functional Teams 4. Virtual Teams 5. Top Management Teams Succession planning is the process of identifying future members of the top management team. Effective succession planning allows the best top teams to achieve high performance today and create a legacy of high performance for the future.

Designing Effective Teams (9.3)

1. Team Composition 2. Team Size 3. Team Diversity

Leadership (9.3)

1. Traditional Manager-Led Teams 2. Self-Managed Teams 3. Empowered Teams 4. Self-Directed Teams

Social Roles (9.3)

6. Cooperator includes supporting those with expertise toward the team's goals 7. Communicator includes behaviors that are targeted at collaboration, such as practicing good listening skills and appropriately using humor to diffuse tense situations 8. Calibrator role is an important one that serves to keep the team on track in terms of suggesting any needed changes to the team's process.

Dominating Team Members (9.5)

Balance of participation

Key Takeaways (9.5)

Barriers to effective teams include the challenges of knowing where to begin, dominating team members, the poor performance of team members, and poorly managed team conflict.

Adjourning (9.2)

Debrief!

GE (9.1)

Factory empowered its workers and utilized them to their best abilities

Poorly Managed Team Conflict (9.5)

Find ways to solve issues between team members

After (9.4)

Follow up

Types of Groups (9.2)

Formal and Informal Group 1. group is a collection of individuals who interact with each other such that one person's actions have an impact on the others

Key Takeaway (9.3)

Groups and teams are not the same thing. Organizations have moved toward the extensive use of teams within organizations. The tasks a team is charged with accomplishing affect how they perform. In general, task interdependence works well for self-managing teams. Team roles consist of task, social, and boundary-spanning roles. Different types of teams include task forces, product development teams, cross-functional teams, and top management teams. Team leadership and autonomy varies, depending on whether the team is traditionally managed, self-managed, or self-directed. Teams are most effective when they comprise members with the right skills for the tasks at hand, are not too large, and contain diversity across team members.

Key Takeaway (9.2)

Groups may be either formal or informal. Groups go through developmental stages much like individuals do. The forming-storming-norming-performing-adjourning model is useful in prescribing stages that groups should pay attention to as they develop. The punctuated-equilibrium model of group development argues that groups often move forward during bursts of change after long periods without change. Groups that are similar, stable, small, supportive, and satisfied tend to be more cohesive than groups that are not. Cohesion can help support group performance if the group values task completion. Too much cohesion can also be a concern for groups. Social loafing increases as groups become larger. When collective efficacy is high, groups tend to perform better.

Sequential Interdependence (9.3)

If one person's output becomes another person's input

Poor Performance of Team Members (9.5)

If they have motivation, train them If not, dont

Before (9.4)

Is a meeting needed? Create an agenda Send a reminder

Key Takeaway (9.4)

Much like group development, team socialization takes place over the life of the team. The stages move from evaluation to commitment to role transition. Team norms are important for the team process and help to establish who is doing what for the team and how the team will function. Creating a team contract helps with this process. Keys to address in a team contract are team values and goals, team roles and leadership, team decision making, team communication expectations, and how team performance is characterized. Team meetings can help a team coordinate and share information. Effective meetings include preparation, management during the meeting, and follow-up on action items generated in the meeting.

Product Development Team (9.3)

Other teams may be temporary or ongoing

Differences between groups and teams (9.3)

Process loss is any aspect of group interaction that inhibits group functioning. Team 1. is a cohesive coalition of people working together to achieve mutual goals Teams differ from other types of groups in that members are focused on a joint goal or product, such as a presentation, discussing a topic, writing a report, creating a new design or prototype, or winning a team Olympic medal Compensation of individuals must be based primarily on a shared outcome, not individual performance Overall, team-based organizations have more motivation and involvement, and teams can often accomplish more than individuals

Conclusion (9.8)

Research shows that group formation is a beneficial but highly dynamic process. The life cycle of teams can often closely resemble various stages in individual development. In order to maintain group effectiveness, individuals should be aware of key stages as well as methods to avoid becoming stuck along the way. Good leadership skills combined with knowledge of group development will help any group perform at its peak level. Teams, though similar, are different from groups in both scope and composition. Groups are often small collections of individuals with various skill sets that combine to address a specific issue, whereas teams can be much larger and often consist of people with overlapping abilities working toward a common goal. Many issues that can plague groups can also hinder the efficacy of a team. Problems such as social loafing or groupthink can be avoided by paying careful attention to team member differences and providing clear definitions for roles, expectancy, measurement, and rewards. Because many tasks in today's world have become so complex, groups and teams have become an essential component of an organization's success. The success of the team/group rests within the successful management of its members and making sure all aspects of work are fair for each member.

Key Takeaway (9.6)

Self-managing teams shift the role of control from management to the team itself. This can be highly effective, but if team members put too much pressure on one another, problems can arise. It is also important to make sure teams work toward organizational goals as well as specific team-level goals. Teams around the globe vary in terms of collectivism and power distance. These differences can affect how teams operate in countries around the world.

During (9.4)

Start on time Follow the agenda Manage dynamics for full participation Summarize with action items End the meeting on time

Storming (9.2)

Start to shed social facades, becoming more authentic and argumentative Differentiation phase, people come out and show a bit of power Team starts to develop cliques, can be fiesty Tough to get out of Once group members discover that they can be authentic and that the group is capable of handling differences without dissolving, they are ready to enter the next stage, norming.

Top Management Teams (9.3)

appointed by the chief executive officer (CEO) and, ideally, reflect the skills and areas that the CEO considers vital for the compan Representation of all departments Top teams make decisions on new markets, expansions, acquisitions, or divestitures. operate as a team, not just as a group of individual executives

Task Force (9.3)

asked to address a specific issue or problem until it is resolved

Cohesion (9.2)

can be thought of as a kind of social glue the more cohesive a group is, the more productive it will be and the more rewarding the experience will be for the group's members

Idea-Generation Tasks (9.3)

deal with creative tasks, such as brainstorming a new direction or creating a new process

Self-Directed Teams (9.3)

determine who will lead them with no external oversight

Pooled Interdependence (9.3)

exists when team members may work independently and simply combine their efforts to create the team's output.

Collectivism (9.6)

focuses on the degree to which the society reinforces collective over individual achievement

Power-Distance (9.6)

high power distance countries expect unequal power distribution and greater stratification, whether that stratification is economic, social, or political

Reciprocal Interdependence (9.3)

if the student team decided that in order to create a top-notch research paper they should work together on each phase of the research paper so that their best ideas would be captured at each stage, they would be undertaking

Production Tasks (9.3)

include actually making something, such as a building, product, or a marketing plan

Formal Work Groups (9.2)

made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the groups

Informal Work Groups (9.2)

made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization

Self-Managed Teams (9.3)

new form of team that rose in popularity with the Total Quality Movement in the 1980s teams manage themselves and do not report directly to a supervisor Choose their own leader and rotate higher job satisfaction, increased self-esteem, and grow more on the job benefits to the organization include increased productivity, increased flexibility, and lower turnover.

Performing (9.2)

participants are not only getting the work done, but they also pay greater attention to how they are doing it Leader can facilitate here

Norming (9.2)

participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals Leader becomes a facilitator, steps back and lets them all go Ideal time to host a social event Facilitating position here

Problem-Solving Tasks (9.3)

refer to coming up with plans for actions and making decisions

Collective Efficacy (9.2)

refers to a group's perception of its ability to successfully perform well Influenced by: 1. Watching others 2. Verbal Persuasion 3. How a person feels group's collective efficacy is related to its performance this relationship is higher when task interdependence (the degree an individual's task is linked to someone else's work) is high rather than low.

Task Interdependence (9.3)

refers to the degree that team members are dependent on one another to get information, support, or materials from other team members to be effective

Empowered Teams (9.3)

responsibility as well as the authority to achieve their goals

Outcome Interdependence (9.3)

rewards that an individual receives depend on the performance of others

Team Norms (9.4)

shared expectations about how things operate within a group or team This understanding helps teams be more cohesive and perform better

Team Contracts (9.4)

show that teams that are able to articulate and agree on established ground rules, goals, and roles and develop

Knowing When to Begin (9.5)

so the remedy is to go back to the team's mission or plan and make sure that it is clear to everyone.

Virtual Teams (9.3)

teams in which members are not located in the same physical place virtual teams are formed to take advantage of distributed expertise or time—the needed experts may be living in different cities Challenges 1. Managers get insecure 2. trust is difficult to build 3. Must have consistent communication

Traditional Manager-Led Teams (9.3)

teams in which the manager serves as the team leader

Social Loafing (9.2)

tendency of individuals to put in less effort when working in a group context When people don't think their efforts are worth the effort

Punctuated-Equilibrium Model (9.2)

that evolution occurred in rapid, radical spurts rather than gradually over time Its gradual throughout and then all of a sudden a crisis happens and they have to cycle back through the process

Forming (9.2)

the group comes together for the first time. The members may already know each other or they may be total strangers.

Team Meetings (9.4)

they serve an important function in terms of information sharing and decision making They also serve an important social function and can help to build team cohesion and a task function in terms of coordination

Cross-Functional Team (9.3)

which individuals from different parts of the organization staff the team, which may be temporary or long-standing in nature.