Groups and Teams

3 fundamental elements to establish ROI for team building

clear objectives: identify what outcomes are most relevant for particular team validation: confirm team building efforts actually link to change in outcomes performance information: what data needed to track/ how will data be obtained

building trust

communication support respect fairness predictability competence

best uses for virtual teams

reduces real estate costs ability to leverage diverse knowledge, skills and experience across geography and time ability to share knowledge of diverse markets reduced commuting and travel expenses flexibility reduces worklife conflicts brainstorming ideas or solutions to problems is the most successful task for virtual teams

group

(1) two or more freely interacting individuals who (2) share norms and (3) goals and have a (4) common identity

virtual teams

work together over time and distance via electronic media to combine effort and achieve common goals workforce is distributed: no permanent office

effective virtual team participation and management

-adapt communications: learn preferences for communication and talk to right people at right times -share the love: keep in the loop -develop productive relationships with key people on the team -partner: might not all be direct employees but treat them as partners -availability: when, where, and how to reach -pace -updates -select the right people: those who thrive in interdependent work relationships, self-reliant and self-motivated -communication skills are essential

virtual teams cannot succeed without

-effective decision making -communication -training -clear mission and specific objectives -effective leaderships -schedules and deadlines -trust

obstacles for virtual teams

more difficult to establish cohesion, work satisfaction, trust, cooperative behavior, and commitment to team goals different time zones and the ability to observe nonverbals shared leadership= best

Face Time

no substitute for face-to-face contact bottom line: -people bond when they see each other -virtual means you pay less attention (like TV) -casual convos have lasting benefits (often spur new ideas and boost collaboration)

cross-functionalism

occurs when specialists from different areas are put on the same team popular in new product development

rewards, competition, and collaboration

organizations that foster the greatest collaboration and most effective teams typically use hybrid rewards and recognize both individual and team performance

organizational functions

1. accomplish complex, interdependent tasks that are beyond the capabilities of individuals 2. generate new or creative ideas/ solutions 3. coordinate interdepartmental efforts 4. provide a problem solving mechanism for complex problems requiring varied info and assessments 5. implement complex decisions 6. socialize and train newcomers

7 step process to repairing trust

1. acknowledge what caused trust to be compromised 2. allow feelings and emotions to be discussed, constructively 3. get and give support to others in the process 4. reframe the experience and shift from being a victim to taking a look at options and choices 5. take responsibility. ask what you did/ didn't do that caused it to happen 6. forgive yourself and others 7. let go and move on

Stage 2: storming

This is a time of testing. Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure. Subgroups take shape, and subtle forms of rebellion, such as procrastination occur

The two types of roles that are very important to effective group functioning are task and maintenance. T/F

True

Trust of character is known as contractual trust. T/F

True

The performing stage is characterized by a climate of open communications. T/F

True This stage is often characterized by a climate of open communication, strong cooperation, and lots of helping behavior.

To be a team, a group must be composed of members with complementary skills. T/F

True A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

Teams are a cornerstone of work life in today's organizations. T/F

True Besides being a central component of the Integrative Framework, teams are a cornerstone of work life.

trust

a reciprocal belief that another person will consider how his or her intentions and behaviors will effect you

team building

catchall term for a host of techniques aimed at improving the internal functioning of work groups

3 C's of effective teams

charters and strategies composition capacity

how to build effective teams quickly

1. break the ice: team members share relevant info about experience 2. don't reinvent the wheel: ask whats worked in the past 3. communicate a purpose and a plan: why the team was created, problem to be solved, benefits of success 4. play to strengths 5. clarify decision making 6. information is essential--make it flow: how to share info with each other (ex: email)

3 forms of trust

1. contractual trust: trust of character 2. communication trust: trust of disclosure 3. competence trust: trust of capability

5 common teamwork competencies

1. contributes to the team's work 2. constructively interacts with team members 3. keep team on track 4. expects quality work 5. possesses relevant knowledge, skills, and abilities (KSAs) for team's responsibilities use to enhance your self-awareness or measure your performance or the performance of other members of your team

a group becomes a team when:

1. leadership becomes a shared activity 2. accountability shifts from strictly individual to both individual and collective 3. the group develops its own purpose or mission 4. problem solving becomes a way of life, not just a part time activity 5. effectiveness is measured by the group's collective outcomes and products

guarding against social loafing

1. limit group size 2. assure equity of effort to mitigate the possibility that a member can say "Everyones goofing off why cant I" 3. hold people accountable individualists more prone than collectivists

characteristics of high-performing teams

1. participative leadership: creating interdependency by empowering, freeing up, and serving others 2. shared responsibility 3. aligned on purpose 4. high communication 5. future focused 6 focused on task 7. creative talents 8. rapid response

individual functions

1. satisfy the individual's need for affiliation 2. develop, enhance, and confirm the individual's self-esteem and sense of identity 3. give individuals a chance to test and share their perceptions of social reality 4. reduce the individual's anxieties and feelings of insecurity and powerlessness 5. provide a problem-solving mechanism for personal and interpersonal problems

3 traits of most admired bosses

1. trust in employees 2. honesty/ authenticity 3. great team building skills

In a self-managed team: A. Leadership responsibilities often shift as members step up B. There is no accountability C. Managers are entirely absent from team processes D. Management retains the planning, scheduling, and monitoring activities, but allows teams to staff themselves E. Leadership is centralized

A. Leadership responsibilities often shift as members step up Leadership responsibilities often are shared and shift as the demands on the team change and members step up.

As part of a work team in his office, it is Larry's job to make photocopies of relevant materials and hand them out to the team members during meetings. Which of the following task roles is Larry performing in his work team? A. procedural technician B. Orienter C. Recorder D. Evaluator E. Coordinator

A. procedural technician Larry is performing the role of a procedural technician. The procedural technician performs routine duties (e.g., handing out materials or rearranging seats).

In which stage of the group development process do group members try to determine how they fit into the power structure? A. storming B. Performing C. Forming D. Norming E. Conforming

A. storming Storming is a time of testing. Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure.

Stage 4: performing

Activity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others. Often characterized by a climate of open communication, strong cooperation, and lots of helping behavior

A group member who says ________ is performing a task role. A. "You two agree more than you realize." B. "Let's focus on the main goal here. What are we trying to accomplish?" C. "Bill, we haven't heard from you yet. What do you think?" D. "Karen, you make a very good point." E. "Let's hear from those who oppose this plan."

B. "Let's focus on the main goal here. What are we trying to accomplish?" Task roles enable the work group to define, clarify, and pursue a common purpose.

Which of the following is not a characteristic of high-performing teams? A. Having a common purpose B. Focused on group dynamics C. Shared responsibility D. Rapid response E. Open, honest communication

B. Focused on group dynamics The following are eight attributes of high-performance teams: participative leadership, shared responsibility, aligned on purpose, high communication, future focused, focused on task, creative talents, and rapid response.

A person in the encourager role will: A. mediate conflict through reconciliation or humor B. Foster group solidarity by accepting and praising various points of view C. Serve as a passive audience D. Evaluate the quality of group processes E. Encourage all group members to participate

B. Foster group solidarity by accepting and praising various points of view

Tracy has been part of a work group for some weeks now. She has slowly become well-acquainted with the other members and even made some new friends. Although in the beginning there were a few arguments and fights, they were resolved with time and Tracy feels a definite sense of team spirit that gets her excited about work. According to Tuckman's five-stage model of group development, which of the following stages is Tracy's group experiencing? A. Forming B. Norming C. Storming D. Adjourning E. Performing

B. Norming Tracy's group is in the norming stage of group development. During the norming stage of group development, questions about authority and power are resolved through unemotional, matter-of-fact group discussion. A feeling of team spirit is experienced because members believe they have found their proper roles.

Which of the following is an organizational function of a group? A. reduce anxieties B. coordinate interdepartmental efforts C. Fulfill the need for affiliation D. Provide an opportunity to test perceptions of social reality E. Build self-esteem

B. coordinate interdepartmental efforts

________ groups are assigned by organizations or managers, while ________ groups form when members' purpose of getting together is friendship or a common interest. A. focus; interest B. formal; informal C. Organizational; individual D. Task; maintenance E. Departmental; divisional

B. formal; informal

Recent research shows that in early stages of team development, teams perform better when members have a high: A. level of extraversion B. Tolerance for uncertainty C. Level of agreeableness D. Internal locus of control E. Level of introversion

B. tolerance for uncertainty Recent research shows that in the early stages of team development (i.e., forming and storming) teams perform better when members have a high tolerance for uncertainty (a personality trait).

Communication trust is: A. trust of capability B. trust of disclosure C. Trust of expertise D. Trust of character E. Trust of justice

B. trust of disclosure Communication trust is trust of disclosure, i.e. how well people share information and tell the truth.

A person who serves as a passive audience has taken on the role of: A. Gatekeeper B. Encourager C. Follower D. Harmonizer E. standard setter

C. follower

being a team player (3 C's)

Committed Collaborative Competent cover charge/ bare minimum to be considered a team player

Peter is part of a newly formed work group. He has been introduced to all the group members, but he still feels like he cannot trust them. The group has not yet chosen a leader, and Peter feels unsure about his exact role within the group. According to Tuckman's five-stage model of group development, which of the following stages is Peter's group currently in? A. Performing B. Adjourning C. Norming D. Forming E. Storming

D. Forming Peter's group is currently in the forming stage of group development. The forming stage of group is known as the ice-breaking stage. During this stage group members tend to be uncertain and anxious about such things as their roles, who is in charge, and the group's goals.

The roles of initiator, orienter, and energizer are particularly important to groups because they: A. Keep the group operating together B. Are interpersonally oriented C. Allow for effective record-keeping D. Are goal-oriented E. provide a way for leadership to emerge

D. are goal oriented

Which of the following is not one of the competencies (Cs) of effective teams? A. Charters and strategies B. Capacity C. Composition D. Competitiveness E. All of the above are competencies of effective teams

D. competitiveness The 3 Cs of Effective Teams are: charters and strategies, composition, and capacity. These 3 Cs are at the team level, which contrasts with the 3 Cs of effective team players discussed earlier that focus on the individual or member level.

As part of a work group, Bob's main job is to resolve conflicts between other group members. Whenever there is an argument, he tries to figure out a solution that benefits both parties, or he quickly defuses the tension with some jokes. Which of the following roles is Bob performing within his work group? A. Orienter B. Coordinator C. Energizer D. Evaluator E. Harmonizer

E. Harmonizer Bob is performing the role of a harmonizer within his work group. Maintenance roles foster supportive and constructive interpersonal relationships. A harmonizer mediates conflict through reconciliation or humor.

Sarah and Bill were recently hired at the local manufacturing plant. Before being hired, they were interviewed by the team members with whom they were going to work. The team contained members from various areas of the manufacturing process. As part of the training process, Sarah and Bill met the other team members a number of times, and learned how to perform several administrative tasks, including scheduling work assignments for the team. Sarah and Bill's new team is an example of a ________. A. Centralized team B. Virtual team C. Advice team D. Project team E. Self-managed team

E. Self-managed team Sarah and Bill's team is an example of a self-managed team. Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains. Administrative oversight involves delegated activities such as planning, scheduling, monitoring, and staffing. These are chores normally performed by managers. In short, employees in these unique work groups act as their own supervisor.

The first stage of the group development process is: A. Norming B. Performing C. Storming D. Conforming E. Forming

E. forming forming--> storming--> norming---> performing--> adjourning

Norms only emerge on their own in group situations; they are not consciously formed. T/F

False Norms either emerge on their own, over time, or as a more conscious effort.

Effective teams typically have more than 10 members. T/F

False Researchers generally find that teams range between 2 and 25 team members. Effective teams, however, typically have fewer than 10 members.

Stage 1: forming

Forming: During this ice-breaking stage group members tend to be uncertain and anxious about such things as their roles, the people in charge, and the group's goals. Mutual trust is low and there is a good deal of holding back to see who takes charge and how

Stage 3: norming

Questions about authority and power are best resolved through unemotional, matter-of-fact group discussion. Feeling of team spirit is sometimes experienced during this stage bc members believe they have found their proper roles group cohesiveness: defined as the "we feeling" that binds members of a group together; principal by-product of stage 3

Tuckman's 5 stage model of group development

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

Stage 5: adjourning

The work is done; it is time to move on to other things. The return to independence can be eased by rituals celebrating "the end" and "new beginnings"

task roles

enable the work group to define, clarify, and pursue a common purpose (keep group on track) -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: keeps 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 -recorder: performs a "group memory" function by documenting discussion and outcomes

formal vs informal groups

formal: assigned by an organization or their managers to accomplish specific goals Informal: exists when the members' overriding purpose of getting together is friendship or a common interest

maintenance roles

foster supportive and constructive interpersonal relationships (keep the group together) -encourager: fosters group solidarity by accepting and praising various points of view -harmonizer: mediated conflict through reconciliation or humor -compromiser: helps resolve conflict by meeting others halways -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

functions of formal groups

fulfill 2 basic functions: organizational and individual

self-managed teams

groups of workers who are given administrative oversight for their task domains planning, scheduling, monitoring, staffing groups act as their own supervisor members of self-managed teams are increasingly from different functional areas of the organization positive effect on productivity and specific attitudes related to self-managed teams

goal directed goals

initiator, orienter, and energizer

team

small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable cornerstone of worklife task groups that have matured to the performing stage teams assemble to accomplish a common task and require collaboration

roles and norms

social building blocks for group and organizational behavior role: a set of expected behaviors for a particular position group role: set of expected behaviors for members of the group as a whole norm: an attitude, opinion, feeling, or action--shared by two or more people--that guides behavior (shared phenomena and apply to the group, team, or organizational level)

charters and strategies

storming stage team charters: plans that describe how the team will operate, such as processes for sharing info and decision making (teamwork) 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

capacity

team adaptive capacity: (adaptability) is important to meet changing demands and to effectively transition members in and out fostered by those motivated to achieve accurate view of world and work effectively with others to achieve outcomes

composition

team composition: term that describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members can and does effect team performance create teams with the composition to match desired objectives

social loafing

tendency for individual effort to decline as group size increases free riders (loafers) not only produce low quality work causing others to work harder to compensate, but often distract/ disrupt other members

hybrid rewards

those that involve individual and team components reduce social loafing and improve information sharing

effective team size

typically fewer than 10 members 8= most common size should be determined by the requirements of the task at hand