Chapter 14 Lecture 2 Team Work

8/6/2019 Chapter 14 Lecture 2 Team Work

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TEAM/GROUP WORKTEAM/GROUP WORK

Chapter 14 Lecture 2Chapter 14 Lecture 2



Team Work

Global activities and challenges of ten are:

± Com plex

± Ambiguous

What does this mean for you as leaders? ± We of ten f ace a f uture that is unknown

± We work in teams better to conf r ont that f uture

Learning lesson:

± Planning as a gr

oup he

l ps y

ouf ace that

f uture

± You will have to make adjustments, but planning hel ps you stay focused

on your main goals





Here is Another View of Teams:



What·s Our Perspective?

Gr oups/teams can be ineff ective

± When they serve no real purpose

± When they invite peo ple to play r oles that do not lead to task

accom plishment

But, as our exercise shows, gr oups also can be an

eff ective way to accom plish a com plex task

± Gr oup efforts take longer than individual ones

± Satisf action with gr oup efforts of ten is higher than with

individual ones



What is the Process of GroupWhat is the Process of Group

Development?Development? For mingFor ming

± ± when everyone is at their best and o ptimisticwhen everyone is at their best and o ptimistic

Stor m

ingStor m

ing ± ± esta blishing prioritiesesta blishing priorities

± ± Creating order and r olesCreating order and r oles

Nor ming Nor ming

Per for mingPer for ming

AdjourningAdjourning



People Play ´Rolesµ in Teams

Innovator Innovator² ²generate ideas and conceptgenerate ideas and conceptss; of ten im practical but; of ten im practical butstimulatingstimulating

Worker Worker² ²practical; buck les down to get the job done but may practical; buck les down to get the job done but maylack visionlack vision

Monitor/evaluator Monitor/evaluator² ²analyzes ideas and f easi bility, can pr ocessanalyzes ideas and f easi bility, can pr ocesscom plex data but may dominate too much with practicalitiescom plex data but may dominate too much with practicalities

Resource investigator Resource investigator² ²explores resources and ideas outside theexplores resources and ideas outside thegr oup; may overextend and increase com plexity but im pr ovesgr oup; may overextend and increase com plexity but im pr ovesexternal contactsexternal contacts

Com pleter Com pleter² ²concerned a bout keeping on schedule andconcerned a bout keeping on schedule andcom pleting details; of ten anxious but contr olled and will work com pleting details; of ten anxious but contr olled and will work hard to meet goalshard to meet goals

Free rider Free rider² ²see if others will pick up the slack see if others will pick up the slack



Cultural Influences on GroupsCultural Influences on GroupsCultural Cultural nnor ms for manyor ms for many

f r omAsian backgr oundsf r omAsian backgr ounds

Im pact onIm pact on mmeetingseetings What to doWhat to do

High respect for authorityHigh respect for authority When power diff erentialsWhen power diff erentials

are in place, peo ple mayare in place, peo ple may

hesitate to challenge or off er hesitate to challenge or off er

ideas; this depressesideas; this depresses

innovationinnovation

Em phasize why it isEm phasize why it is

im portant for everyone to im portant for everyone to

participate, i.e., more ideas participate, i.e., more ideas

and perspectivesand perspectives

Fear of shame or loss of f aceFear of shame or loss of f ace Peo ple are less willing to Peo ple are less willing to

take risks if they f ear take risks if they f ear

making mistakes or losingmaking mistakes or losing

f acef ace

Talk a bout why intelligentTalk a bout why intelligent

risks are im portant;risks are im portant;

encourage a sense that ³weencourage a sense that ³we

are all in this together.´are all in this together.´

Contextual more than directContextual more than direct

for m

sof

comm

unicatio

nfo

r m

sof

comm

unicatio

n

It may be harder to ³read´It may be harder to ³read´

co

ntextualcues,

leading t

o c

ontextua

lcues,

leading t

o miscommunicationsmiscommunications

Develo p a trustingDevelo p a trusting

relatio

nship; directly ask

for re

latio

nship; directly ask

for input or ask peo ple to writeinput or ask peo ple to write

input rather than speak itinput rather than speak it

Pr oblem solving that is lessPr oblem solving that is less

linear and analytical inlinear and analytical in

appr oachappr oach

UU..SS.. peo ple go straight for peo ple go straight for

the solution; others think inthe solution; others think in

ter ms of pr ocessester ms of pr ocesses

Learn to recognize, valueLearn to recognize, value

and use diff erent ways of and use diff erent ways of

thinking to the gr oup¶sthinking to the gr oup¶s

advantageadvantage



So, How Do We Make a Team

Effective? Recognition of the gr oup pr ocessRecognition of the gr oup pr ocess

PlanningPlanning

± ± Shared vision and common ob jectivesShared vision and common ob jectives ± ± Playing r oles that hel p the gr oup f unctionPlaying r oles that hel p the gr oup f unction

Linking ob jectives to evaluationsLinking ob jectives to evaluations

± ± What gets rewarded is what gets done!What gets rewarded is what gets done!



Business Globalization Project

Peer EvaluationAttendance:Attendance:

± ± consistent, onconsistent, on--time attendance at all gr oup meetingstime attendance at all gr oup meetings

Preparation:Preparation:

± ± m

et comm

itm

ents to others;

was prepared

for all

m

eetings andon a

ll

met c

ommitm

ents to others;

was prepared

for all

m

eetings andon a

ll dimensions of individual assignmentdimensions of individual assignment

Quality of Work :Quality of Work :

± ± ideas were well develo ped and presented, contri buted to the gr oupideas were well develo ped and presented, contri buted to the gr oup

pr oduct, written work in f inal rather than draf t or another for m pr oduct, written work in f inal rather than draf t or another for m

Team Dynamics:T

eam Dynamics: ± ± listened to others, hel ped all members contri bute to the discussion, sharedlistened to others, hel ped all members contri bute to the discussion, shared

leadership for team meetings, volunteered to be gr oup spokespersonleadership for team meetings, volunteered to be gr oup spokesperson



S ymptoms of Group Dysfunction:

One member dominates othersOne member dominates others

± ± Poor idea develo pment will occur Poor idea develo pment will occur

Disagreements do not lead to pr oductivityDisagreements do not lead to pr oductivity

Members do not attend meetings or disrupt when theyMembers do not attend meetings or disrupt when they

do attenddo attend

Silence is the nor mSilence is the nor m

You wish you were in another teamYou wish you were in another team

No one acknowledges that the team has a pr oblem No one acknowledges that the team has a pr oblem



Consider Your Own ExperienceConsider Your Own Experience

What r oles are most comforta ble for you to play in a gr oup or team?

What are strengths and weaknesses of r ole playing in gr oups?

How can your team enhance your strengths and minimize your

weaknesses?

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Chapter 14 Lecture 2 Team Work