Teams Team Building

8/19/2019 Teams Team Building

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Teams & Team Building

Lalith Weeratunga


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Learning Objectives

• Describe the basic nature of groups: the dynamicsof group formation and the various types ofgroups

• Discuss the implications the research on groupshas for the practice of management

• !plain the important dynamics of informal groupsand organi"ations

• #naly"e the impact of groupthin$

• %resent the nely emerging team concept andpractice'


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What is a (roup)

• # group comprises people ith shared goals hooften communicate ith one another over aperiod of time and are fe enough so that each

individual may communicate ith all the others*person+to+person'

# group is a small number of individuals hocommunicate person+to+person to achieve one or more

common goals'


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,ree+rider -oncept

• #nother e!ample of conflicting team and

individual goals'• .efers to a team member ho obtains benefits

from membership but doesn/t bear a proportionalshare of the responsibility for generating those

benefits' • ,ree riders are li$ely to be highly individualistic

people ho believe that they can minimi"e theircontribution to a team effort so long as they

themselves aren/t held accountable'0 1iolate an e2uity standard'0 1iolate a standard of social responsibility

0 1iolate a standard of reciprocity or e!change'


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The nature of groups

• Widely recogni"ed as an important sociologicalunit of analysis in the study of organi"ationalbehaviour'

• (roup dynamics are the interactions and forces

among group members in social situations'• The popularity of or$ groups and teams are

soaring'

• ,irst used in corporate giants such as Toyota*3otorola* (eneral 3ills and (eneral lectric'

• 3ost organi"ations use or$ groups or teams'


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4ndividualism 1s' -ollectivism

• 4ndividualism means being distinct and separate from thegroup* emphasi"ing personal goals* and shoing little concernand emotional attachment to groups* especially in the or$setting'

• -ollectivism means being an integral part of the group*subordinating personal goals to group goals* shoing deepconcern for the elfare of the group and feeling intense

emotional ties to the group'


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3eaning of (roup Dynamics

4f a group e!ists in an organi"ation* its members:

• are motivated to join

• perceive the group as a unified unit of interactingpeople

• contribute in various amounts to the groupprocesses 5that is* some people contribute moretime or energy to the group than do others6

• reach agreements and have disagreement throughvarious forms of interaction


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Different viepoints about groupdynamics

• 4t describes ho a group should be organi"ed andconducted' 0 democratic leadership* memberparticipation* and overall cooperation are stressed'

• 4t consists of a set of techni2ues' 0 role playing*brainstorming* focus groups* leaderless groups* grouptherapy* sensitivity training* team building*transactional analysis* and the 7ohari indo aretraditionally e2uated ith group dynamics'

• # ne group techni2ue is called creative abrasion 0search for a clash of ideas rather than personalabrasion 5goal is to develop greater creativity from

the group6'


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Dynamics of (roup ,ormationWhy do individuals form into groups)

• The most basic classic social psychology theoryof group formation* e!plaining affiliation is%ropin2uity'

• %ropin2uity simply means that individuals

affiliate ith one another because of spatial orgeographical pro!imity' 0 students sitting ne!tto one another are more li$ely to form a group'

• Drabac$ 0 it is not analytical and does note!plain some of the comple!ities of groupformation'


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Theories of group formation

• -lassic theory of (eorge 8omans0 based on activities* interactions* andsentiments'

0 Three elements are directly related to one

another'0 The more activities persons share* the more

numerous ill be their interactions and thestronger ill be their sentiments'

0 The major element here is interaction 0 %ersons in a group interact ith one another

not just in the physical propin2uity sense* butalso to accomplish many group goals through

cooperation and problem solving'


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• The theory states that persons are attracted to oneanother on the basis of similar attitudes toard commonlyrelevant objects and goals'

• 4ndividual ill interact and form a relationship;group ithindividual < because of common attitudes and values 5=6'

• Once this relationship is formed* the participants try tomaintain a symmetrical balance beteen the attraction andthe common attitudes'

• 4f an imbalance occurs* an attempt is made to restore thebalance' 4f the balance cannot be restored* the relationshipdissolves

• Both propin2uity and interaction play a role in Balance

theory'


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!change theory +another from social psychology

• Based on reard+cost outcomes of interaction'

• # minimum positive level 5reards > costs6 of anoutcome must e!ist for attraction or affiliation to ta$eplace'

• .eards from interactions gratify needs'

• -osts incur an!iety* frustration* embarrassment* orfatigue'

• %ropin2uity* interaction and common attitudes all haveroles in e!change theory'


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Bruce Tuc$man/s ,ive+?tage TheoryBruce Tuc$man/s ,ive+?tage Theoryof (roup Developmentof (roup Development

PerformingAdjourning

Norming

Storming

Forming

Return toIndependence

Dependence/interdependence

Independence


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Bruce Tuc$man/s ,ive+?tage TheoryBruce Tuc$man/s ,ive+?tage Theoryof (roup Developmentof (roup Development

@' ,orming 0 initial stage is mar$ed by uncertainty and even confusion'(roup members are not sure about the purpose* structure* tas$* orleadership of the group'

A' ?torming 0 characteri"ed by conflict and confrontation' 5in theusually emotionally charged atmosphere* there may be considerabledisagreement and conflict among members6

' 9orming 0 members begin to settle don into cooperation andcollaboration' They have a Ce feeling ith high cohesion* groupidentity* and camaraderie'

E' %erforming 0 stage here the group is fully functioning and devotedto effectively accomplishing the tas$s agreed on in the normingstage'

F' #djourning 0 represents the end of the group 5in ongoing* permanentgroups* this stage ill never be reached6


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Tuc$man/s ,ive+?tage Theoryof (roup Development 5continued6

Individual

Issues

Forming Storming Norming Performing

“How do I t

in!"

“#$at%s m&

role $ere!"

“#$at do t$eot$ers e'pect

me to do!"

“How can I (esperform m&

role!"

)roup

Issues

“#$& are we

$ere!"

“#$& are weg$ting over

w$o%s inc$arge and w$odoes w$at!"

“*an we agreeon roles and

wor+ as ateam!"

“*an we do t$

jo( properl&!"


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%unctuated e2uilibrium model

• #n alternative model for group formation* mostrecently proposed'

• ,irst phase 0 a target or mission is set* and noteasily changed due to a process called inertia* or

systematic resistance to change'• ?econd phase + at some mid point this beginsG

commences hen members suddenly recogni"ethat if they don/t change tactics* the group/s goalor mission ill not be accomplished 0 Cmidlifecrisis


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Functions of Formal )roupsFunctions of Formal )roups

Organizational FunctionsOrganizational Functions Individual FunctionsIndividual Functions

,- Accomplis$ comple'. interdependent tas+s t$at are (e&ond t$e capa(ilities of individuals-

- )enerate new or creative ideas and solutions-0- *oordinate interdepartmental e1orts-2- Provide a pro(lem3solving mec$anism for comple' pro(lems re4uiring varied information and assessments-

5- Implement comple' decisions-6- Sociali7e and train newcomers-

,- Satisf& t$e individual%s need for a8liation-- Develop. en$ance. and conrm t$e

individual%s self3esteem and sense of identit&-0- )ive individuals an opportunit& to test and s$are t$eir perceptions of social realit&-2- Reduce t$e individual%s an'ieties and feelings of insecurit& and powerless3 ness-5- Provide a pro(lem3solving mec$anism for personal and interpersonal pro(le


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9eams 9eams

The Evolution of a TeamThe Evolution of a Team

: A wor+ group (ecomes a team w$en:: LeadershipLeadership (ecomes a s$ared activit&-

: Accountability Accountability s$ifts from strictl& individual to (ot$individual and collective-

: 9$e group develops its own purpose purpose or mission-

: Problem solvingProblem solving (ecomes a wa& of life.not a part3time activit&-

: EfectivenessEfectiveness is measured (& t$e group%scollective outcomes and products-

9eam; 9eam; “A small num(er of people wit$ complementar&s+ills w$o are committed to a common purpose.performance goals. and approac$ for w$ic$ t$e& $old

t$emselves mutuall& accounta(le-"


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(roup;team effectiveness

• Organi"ing or$ around intact groups'

• 8aving groups charged ith selection* training* andrearding of members

• Hsing groups to enforce strong norms for behaviour* ithgroup involvement in off+the+job as ell as on+the+jobbehaviour'

• distributing resources on a group rather than an individualbasis'

• #lloing and perhaps even promoting inter+group rivalry soas to build ithin+group solidarity'


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Three factors that seem to play the majorrole in determining group effectiveness

@' Tas$ interdependence 0 ho closely groupmembers or$ together'

A' Outcome interdependence 0 hether* and ho*group performance is rearded'

' %otency 0 members/ belief that the group can beeffective'


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Social NormsSocial Norms

Norm:Norm: “An attitude. opinion. feeling. or action 33s$ared (& two or more people 33 t$at guides t$eir(e$avior-"

Why Norms Are EnforcedWhy Norms Are Enforced: Help t$e group or organi7ation survive

: *larif& or simplif& (e$avioral e'pectations

: Help individuals avoid em(arrassing situations

: *larif& t$e group%s or organi7ation%s central values

and/or uni4ue identit&


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9rust 9rust

How to tell t$e trut$?-

: Support Support =(e availa(le and approac$a(le?-

: Respect Respect =delegate> (e an active listener?-

: FairnessFairness =give credit w$ere due> o(jectivel&evaluate performance?-

: Predictability Predictability =(e consistent> +eep &our promises?-: CompetenceCompetence =demonstrate good (usiness sense

and professionalism?-

Trust:Trust: “Reciprocal fait$ in ot$ers% intentions and(e$avior-"


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Dysfunctions of groups and teams

• 9orm violation and role ambiguity;conflict

• The groupthin$* conformity problem

• .is$y shift phenomenon

• Dysfunctions in perspective

• ?ocial loafing


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9orm violation and roleambiguity;conflict

• (roup norms that are violated can result in antisocialbehaviour'

• (aps beteen the perceived roles as dictated by norms

and the individual/s reaction to the role can e!ist'

• .ole ambiguity occurs hen the individual employee isunclear about the dictates of a given situation 0 Cdoesn/t

$no hat he is supposed to be doing

• .ole conflict occurs hen the member is as$ed to performconflicting tas$s or is re2uired to perform a tas$ thatconflicts ith his;her personal values'


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(roupthin$* conformity problem

• 4rving 7anis calls dysfunction of highly cohesive teams(.OH%T849I 0 a deterioration of mental efficiency* realitytesting* ands moral judgement that results from in+grouppressures'

• (roupthin$ results from the

pressures on the individual members

to conform and reach

consensus'

• There is no realistic appraisal of alternative

courses of action in a decision* and deviant*

minority or unpopular decisions are suppressed'


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• Some symptoms

• There is the illusion of invulnerability. There is excessiveoptimism and risk taking.

• There is the unquestioned belief in the group’s inherentmorality

• There are rationalizations by the members of the group todiscount warnings.

• Those who oppose the group are stereotyped as evil, weak or

stupid.• There is selfcensorship of any deviation from the apparent

group consensus.

• There is the illusion of unanimity. Silence is interpreted asconsent.

• There is direct pressure on any member who questions thestereotypes. !oyal members don’t question the direction ofthe team.

• There are selfappointed mindguards who protect the groupfrom adverse information.


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?$ills and Best %ractices: 8o to %revent

(roup Thin$

very group member a critical evaluator#void rubber+stamp decisions

Different groups e!plore same problems .ely on subgroup debates and outside

e!perts#ssign role of devil/s advocate .ethin$ a consensus


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.is$y shift phenomenon

• # group may ma$e more ris$y decisions than the individualmembers ould on their on'

• (roup discussion enhances the initial tendency ofindividual members in a given direction'


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?ocial Loafing

• "ccurs when members reduce their effort and performance levels whenacting as part of the group.

• #rimary causes include lack of performance feedback within the group,tasks that are not intrinsically motivating, situations in which theperformance of others will cover for the reduced effort, and the

$sucker effect’ of not wanting to do more than the perception of effortbeing given by others.

• %ultures dominated by individual, selfinterest values are more likely tohave groups that experience loafing.

• &ore likely to appear in large teams.

• To avoid loafing, keep teams smaller, specialize tasks, measureindividual performance, and select only motivated employees whenbuilding teams.

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Teams Team Building