Foundations of team Dynamics

Group & Team

Group: an assembly of individuals who are together due to common interest, skill or characteristic

Team: a special work group whose members are joined together in a united and coordinated effort towards a goal and whose work is mutually dependant with mutual accountability.

Specific differences between work groups and teams

The work group has a strong clearly focused leader; the team has shared leadership roles The work group has individual accountability; the team has individual and mutual accountability The work group has individual work products; the team has collective work products

The work group discusses, decides, and delegates; the team discusses, decides and does real work

Introduction
Teams higher level of success for companies

Benefits of a Team

Less stress Responsibility is shared Sharing of ideas More creative ideas Sense of accomplishment Reward and recognition

Increase Productivity Increased Employee Morale Reduced Cost Increased Quality Decreased Losses Increased Profits

Why Team

Most of the work in organizations is done in team Even though individuals are important their effectiveness depends, to a large extent, on the teams of which they are members

Why Have Teams Become So Popular?

Teams typically outperform individuals. Teams use employee talents better. Teams are more flexible and responsive to changes in the environment.

Teams facilitate employee involvement.

Teams are an effective way to democratize an organization and increase motivation.

Defining and Classifying Groups Group(s)

Two or more individuals interacting and interdependent, who have come together to achieve particular objectives

Formal Group
A designated work group defined by the organizations structure

Informal Group
A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact

Defining and Classifying Groups (contd)

Command Group
A group composed of the individuals who report directly to a given manager

Task Group
Those working together to complete a job or task

Interest Group
Those working together to attain a specific objective with which each is concerned

Friendship Group
Those brought together because they share one or more common characteristics

Types of Teams
Problem-solving Teams
Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment

Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors

Types of Teams (contd)

Cross-Functional Teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task

Task forces Committees

Types of Teams (contd)

Virtual Teams
Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

Characteristics of Virtual Teams

1. The absence of paraverbal and nonverbal cues 2. A limited social context 3. The ability to overcome time and space constraints

Team Effectiveness Model

Organizational and Team Environment Team Design Team Effectiveness Achieve organizational goals Satisfy member needs Maintain team survival

Team size Reward systems Communication systems Physical space Adequate Resource Organizational leadership Team development Team norms Team roles Team cohesiveness Team Processes Team composition

Team size
Smaller teams are better But large enough to accomplish task

Large number of people have trouble interacting constructively as a group, much less agreeing on actionable specifics

Face logistical issues like finding enough physical space and time to meet together

Team Size
Effect on behavior of group depends upon the type of outcome
large groups - good for getting diverse input small groups - good at making use of information

One important finding related to group social loafing

Size
Social Loafing
The tendency for individuals to expend less effort when working collectively than when working individually
Performance

Other Conclusions
Odd number groups do better than even. Groups of 5 to 7 perform better overall than larger or smaller groups.
Group Size

Size
Ways to counteract social loafing
Make individual performance more visible, make sure that the work is interesting, Increase performance feedback, reward individual as well as group performance

Team Composition
1.

Motivation
To perform task To work cooperatively the team

2.

Competencies
Collectively possess skills and knowledge to perform the task Individual competencies to work effectively with each other Must develop the right mix of skills each of the complementary skills necessary to do the teams job Technical or functional expertise Problem-solving and decision-making skills Interpersonal skills

Team Composition
1.

Homogeneous or heterogeneous, depending on task requirements

Note: To reap the advantages of heterogeneity, it is important for group members to understand each others differences and points of view and use these diverse perspectives to enable the group to perform at a high level

Homogeneous vs. Heterogeneous Teams

Homogeneous Teams
Less

Heterogeneous Teams
More

conflict

conflict

Faster

team development
Performs

Longer

team development
Performs

better on cooperative tasks

Better

better on complex problems

More

coordination

creative

Stages of Team Development

Stage 1: Stage 2: Stage 3: Stage 4:

Forming Storming Norming Performing

High
Performing

Norming

Storming

Effectiveness of Team Process Behaviors

Forming

Low

Low

Effectiveness of Team Task Behaviors

High

Stages of Group Development

Forming
Teams members uncertain about roles and expectations Team members try to assess themselves and others Reliance on strong, formal leadership

Guidelines for a successful forming stage:

- Provide structure to the team by assigning and clarifying task/role - Encourage participation - Share all relevant information - Encourage open, honest communication among team members

Storming
Deals with power and decision making Members challenge the differences in an attempt to gain their individuality and influence The team members need control and sense of direction. To help through this stage, some guidelines are:
- Assist the team members to establish methods that support the communication of their different points of view. - Determine within the team how the team will make decisions

- Encourage members to share their ideas about issues

- Facilitate methods to resolve conflicts

Norming
Members produce as a cohesive unit Functional relationships are established Members work collaboratively to gain and share insight

To best facilitate this stage, some guidelines are:

Talk openly and honestly about team issues and the members concerns Encourage feedback Assign tasks for consensus decision making

Behaviors in Norming Stage

Competitive relationships become more cooperative. There is a willingness to confront issues and solve problems. Teams develop the ability to express criticism constructively. There is a sense of team spirit.

Performing
Members have learned to work together Members skills to define tasks, manage conflict, and work towards producing results. The members are committed to the team and its goals. Guidelines for this stage are:
- Jointly set goals that are challenging and accepted to all members - Continue to look for ways to promote the teams chances to excel - Keep an ongoing assessment of the team - Acknowledge each members contribution - Develop members to their fullest potential

Group Development (cont.)

Adjourning
Some groups, task forces, and design project teams, have a definite life span and disperse after achieving their goals
Some groups disperse when corporate layoff and downsizing occur

Norms

Group Norms
Norms acceptable standards or expectations that are shared by the groups members
Codes of conduct that specify what individuals ought and ought not to do or standards against which we evaluate the appropriateness of behavior Norms provide regularity and predictability to behavior

Group Norms Some Typical Norms some classes of norms seem to crop up in most organizations and affect behavior of members
Loyalty Norms Discussion norms Dress Norms Performance Norms

Group Norms and the Hawthorne Studies

A series of studies undertaken by Elton Mayo at Western Electric Companys Hawthorne Works in Chicago between 1924 and 1932 Research Conclusions
Worker behavior and sentiments were closely related.
Group influences (norms) were significant in affecting individual behavior. Group standards (norms) were highly effective in establishing individual worker output. Money was less a factor in determining worker output than were group standards, sentiments, and security.

Norms

Norms develop through:

Explicit statements
Critical events in teams history Initial team experiences Beliefs/values members bring to the team

Norms
Conformity
Adjusting ones behavior to align with the norms of the group
ASCH STUDY

Reference Groups
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform

Asch 1951 six member experimenter group randomly selected. Five 'plants' briefed to reach a unanimous incorrect verdict. One 'true' subject Agree the line that most closely matches the length of line A. The research indicates how difficult it can be for individuals to express their opinions when these are not in accord with those of other team members.

Changing Team Norms

Introduce norms when forming teams

Select members with preferred norms

Discuss counter-productive norms Reward behaviors representing

desired norms
Disband teams with dysfunctional

norms

Theory of Team Roles

Management Teams, Why They Succeed

or Fail, 1981
Dr. Meredith Belbin

Define your position within a team

R. Meredith Belbin carried out pioneering study on teamwork. The theory places a high value on teams being made up of individuals with very different (and complementary) strengths. If a team to be successful, besides doing the functional tasks, its members must fill another type of role According to Meredith Belbin, all members of management have two roles a functional role relating to individual members profession and a team role

Team Roles

Functional Role an individual is recruited to a team because of his/her functional competence and skills what they can do or know about (marketing, personnel, finance) Belbin looks at the personality and dispositions of the team members rather than functional role

Preferred Team Roles

Belbin establishes that when people are put into a team situation, they take an attitude which reflect the way they prefer to behave and interact over and above the roles required by their work function He calls this their preferred Team Role A mixture of roles within a team allows individual weaknesses to be overcome by natural strengths of the other team members

Team Roles

Acc. To Belbin any individuals potential contribution to a team could be assessed according to the following traits
Intelligence Dominance Extroversion/introversion Stability/Anxiety Based on these traits he identified eight distinct roles

The Team Roles

Leadership Roles
Shaper Coordinator

Creative Roles
Plant Resource Investigator

Monitor Evaluator

Implementer

Team Worker

Completer Finisher

OverallBelbinRole Leading - Coordinator, Shaper Doing Implementer, Completer/finisher Thinking -Monitor/Evaluator, Plant Socializing - Resource/investigator, Team Worker

Validation

Research done at the Henley Management

College, UK with CEOs and Senior Managers from organizations across the world over a period of 10 years.

Theory validated in Marks & Spencer, Cadbury Schweppes, Unilever, worldwide

Belbins Eight Team Roles

Coordinator set goals, defines goals, coordinates efforts, elicit respect Plant imaginative, intelligent, source original ideas, disregard details Shaper task leader, competitive, makes things happen, abrasive

Resource Investigator sells, diplomatic, good improviser, many contacts, liable to lose interest

Belbins Eight Team Roles

Team worker promotes team harmony, good listener, build on ideas, unassertive, indecisive Completer-Finisher sees projects through, checks details, perfectionist, worries about small things Implementer organizing ability, practical common sense, logical hardworking, lacks flexibility, unresponsive, unproven Monitor-evaluator measured, calm, critical analytical

How the Belbin Team Role inventory can be used to improve team performance?

It helps each person to be clear about their natural contribution when working in a team. By sharing this information between team members each person is aware of the role of other team members and can use this information to improve synergy. By analysing the Team Roles of the whole team the team balance can be checked and steps taken to remedy any imbalance. Hierarchy within teams is de-emphasised and individual contributions are encouraged on merit as teams apply the Team Role model.

Balanced teams

Teams work best when there is a balance of primary roles and when team members know their roles, work to their strengths and actively manage weaknesses. To achieve the best balance, there should be: One Co-ordinator or Shaper for leader A Plant to stimulate ideas A Monitor/evaluator to maintain honesty and clarity One or more Implementer, Team worker, Resource investigator or Completer/finisher to make things happen

Cohesiveness

Group Properties Cohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group

Increasing Group Cohesiveness

1. 2. 3. 4. Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficultly. 5. Stimulate competition with other groups. 6. Give rewards to the group, not individuals. 7. Physically isolate the group.

Consequences of Cohesiveness
More participation of group activities More conformity More Success

Cohesiveness and Performance

Team Norms Support Company Goals Moderately high task performance
High task performance

Team Norms Oppose Company Goals

Moderately low task performance

Low task performance

Low Team Cohesiveness

High Team Cohesiveness

When to Form a Team

A specific, measurable objective that is best achieved through the coordinate efforts of different people with different skills
An organizational structure and culture that encourages and provides for the team concept

Group Decision Making

Decision Making
Large groups facilitate the pooling of information about complex tasks.
Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.

Group Decision Making

Strengths
More complete information Increased diversity of views Higher quality of decisions Increased acceptance of solutions

Weaknesses
More time consuming Increased pressure to conform Domination by one or a few members Ambiguous responsibility

Group OR Individual Decision Making?

Factor
Type of problem or task

Group

Individual

When diverse When efficiency is knowledge and skills required (routine require (new and problem) non-routine problem) When acceptance by group members is valued When group members have experience working together When acceptance is not important When individual cannot collaborate

Acceptance of decision Characteristics of individuals

Group OR Individual Decision Making?

Factor Organizational culture Group When the culture supports group problem solving When relatively more time is available Individual When the culture is competitive When relatively little time is available

Amount of time available

Groupthink

Group Think occurs when members of a decision-making group avoid critical evaluation of alternatives so that they can preserve a sense of group unity and consensus

The attempt to reach consensus at any cost causes members of such decision making groups to avoid judging other group members ideas too critically Groupthink occurs most frequently in highly cohesive groups

Groupthink (cont.)

In a study of 23 top-management teams, the CEOs of 6 expressed concern about group think in their organization The CEO of a global financial services firm commented Theres a lack of genuine debate. Sometimes theres a half-hearted devils advocate gesture, but they really dont confront each other or me on the big issues. We are too comfortable, too self-congratulatory. Its gotten obvious to me in the past few months. I have to find a way to shake things up

Symptoms of the Groupthink Phenomenon

Group members rationalize any resistance to the assumptions they have made. Members apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majority. Members who have doubts or differing points of view keep silent about misgivings. There appears to be an illusion of unanimity.

Groupthink

To limit the likelihood of groupthink, groups and their leaders should do the following
Ensure an open climate of trust

Actively seek dissenting voices

Not mistake silence for consent Get feedback from informed outsiders; Provide group members with enough time to study the problem and solutions

Fostering Team Creativity

Fostering team creativity is in the hands of managers as they think about and establish the work environment Brain Storming The Delphi technique Nominal group technique

Brainstorming
A technique designed to foster group productivity by encouraging interacting group members to express their ideas in a noncritical fashion. Process for generating ideas
Four main rules:

Avoid criticizing each others ideas Share even far-out suggestions Offer as many comments as possible Build on others ideas to create your own

Nominal Group Technique

A technique for improving group decisions in which small groups of individuals systematically present and discuss their ideas before privately voting on their preferred solution. The most preferred solution is accepted as the groups decision.

Nominal Group Technique (cont.)

Arrive at group decisions in only a few hours Discourage any pressure to confirm to the wishes of high status group member
Used by numerous organizations coca cola, General motors

Nominal Group Technique (cont.)

The NGT is most beneficial for

Identifying the critical variables in a specific situations

Identifying key elements of a plan designed to implement a particular solution to some problem Establishing priorities with regard to the problem to be addressed and goals to be attained

Nominal Group Technique (cont.)

The NGT isnt particularly well suited for routine team meetings that focus primarily on task coordination or information exchange Nor is it usually appropriate for negotiations that take place between incompatible groups

Delphi Technique
A method of improving group decisions using the opinions of experts, which are solicited by mail and then compiled. The expert consensus is used to make a decision.

Delphi Technique (Cont.)

Allows the collection of expert judgments without the great costs Time consuming Not appropriate for crisis situations

Working in Team
PRIDE principles
Purpose: have a common purpose and goal
Respect: act with mutual respect, trust and support Individuals: recognize and respect the difference which enhances creativity and collective imagination Discussion: should have open, honest and frequent discussions

Excellence: team should strive for excellence