Work Teams: Applications and Effectiveness
Work Teams: Applications and Effectiveness
Work Teams: Applications and Effectiveness
II I Illl Ill
University of Tennessee
University of Wisconsin--Eau Claire
University of Tennessee
of Work
Teams
Organizational Context
Relevant features of the organization external to the work
team, such as reward systems and training resources,
comprise its context. Since the late 1970s, the external
factors seen as relevant to group operation have grown
from a few selected "inputs" to a long list of factors discovered in practice (Ketchum, 1984) and research (Pasmore et al., 1982). Models of work groups now incorporate many aspects of organizational context (Cummings, 1981; Gladstein, 1984; Hackman, 1987; Kolodny
& Kiggnndu, 1980; Pearce & Ravlin, 1987; Shea &
Guzzo, 1987a, 1987b). Such factors can augment team
effectiveness by providing resources needed for performance and continued viability as a work unit.
Boundaries
An ecological view depicts boundaries as both separating
and linking work teams within their organizations (A1defter, 1987; Friedlander, 1987). Yet group boundaries
are difficult to describe concisely, because they subsume
so many aspects of the relationship of group and organization. By boundaries we mean features that (a) differentiate a work unit from others (Cherns, 1976); (b) pose
real or symbolic barriers to access or transfer of informarion, goods, or people (Katz & Kahn, 1978); or (c)
serve as points of external exchange with other teams,
customers, peers, competitors, or other entities (Friedlander, 1987).
Boundaries at least partly define how a group needs
to operate within its context to be effective. If the boundary becomes too open or indistinct, the team risks becoming overwhelmed and losing its identity. If its boundary is too exclusive, the team might become isolated and
lose touch with suppliers, managers, peers, or customers
(Alderfer, 1987).
Team Development
This facet reflects the premise that over time, teams
change and develop new ways of operating as they adapt
to their contexts. Some features of team development,
such as norms and roles, can be seen as structural. Yet
it is difficult to identify aspects of groups stable enough
to be called structure. We prefer to err by depicting groups
as too dynamic rather than too static. Temporal patterns
i n group processes may be tied to effectiveness during
121
Team Effectiveness
Figure 1 shows effectiveness as consisting of performance
and viability. This two-part definition agrees with some
earlier approaches, but is more inclusive than those based
only on output. Shea and Guzzo (1987b) defined group
effectiveness as "production of designated products or
services per specification" (p. 329). This overlooks the
possibility that a team can "burn itself up" through unresolved conflict or divisive interaction, leaving members
unwilling to continue working together (Hackman &
Oldham, 1980, p. 169). We favor a broad definition that
accounts for members' satisfaction and the group's future
prospects as a work unit by incorporating team viability.
At a minimum, this entails members" satisfaction, participation, and willingness to continue working together.
A more demanding definition might add cohesion, intermember coordination, mature communication and
problem-solving, and clear norms and rolesmall traditionally identified with team maturity. Performance
means acceptability of output to customers within or
outside the organization who receive team products, services, information, decisions, or performance events (such
as presentations or competitions).
Effectiveness is defined globally to apply to a variety
of work teams, consistent with current thinking (Good122
Interrelationships
The framework is deliberately vague about causal and
temporal dynamics, reflecting the premise that team effectiveness is more a process than an end-state. We depart
from MeGrath's (1964) "'input-process-output" approach
(e.g., Gladstein, 1984), which now is even questioned by
former proponents. For instance, Hackman (1987) suggested that groups evaluate their collective performance
as they work, and evaluations affect group processes,
which influence subsequent performance. This can yield
"self-reinforcing spirals of increasing effectiveness" after
initial success--perhaps a "synergy bonus" (Hall & Watson, 1971). However, negatively reinforcing spirals of decreasing effectiveness can also create "'process losses"
(Steiner, 1972).
Adjacent facets of the framework are linked by circular symbols intended to show reciprocal interdependence (Thompson, 1967). For instance, one indicates that
boundaries influence effectiveness, which alters the
boundaries, which further influence effectiveness. Ambiguity about temporal dynamics begs the question of
February 1990 American Psychologist
Organizational Culture
Culture in an organization refers to collective values and
norms (Rousseau & Cooke, 1988). Those that favor innovation (Cummings, 1981) or incorporate shared expectations of success (Shea & Guzzo, 1987a) may especially foster team effectiveness. For instance, Peters and
Waterman's (1982) "'excellent" companies valued such
things as superior quality and service, attention to detail,
and support of innovation. Firms that report success in
applying work teams have had similar cultures, often
guided by philosophies of top managers (Galagan, 1986;
Poza & Markus, 1980; Walton, 1977). But culture may
be more a property of work units than a pervasive feature
of whole organizations (James, James, & Ashe, in press).
Organizational culture probably figures most prominently in the effectiveness of work teams least clearly
defined as work units. For example, new production
teams may look to the wider culture for values and norms.
In organizations moving toward self-management, values
consistent with team autonomy may foster self-direction
(Hackman, 1986). Failed quality circles may have experienced confusion about their purposes (Shea, 1986) and
looked in vain for guidance from organizational culture.
Mission Clarity
Team effectiveness may depend on having a clearly defined
mission or purpose within the organization (Shea &
Guzzo, 1987b). It may entail expectations regarding output, quality, timing, and pacing--and perhaps expectations for anticipating and designing new procedures as
the task changes (Hackman, 1986). Communication of a
team's mission throughout the organization especially
may help teams whose work is closely linked to or synchronized with that of other work units (e.g., Galagan,
1986; Pearce & Ravlin, 1987).
Autonomy
Central to work team design and management, autonomy
is usually described by reference to three categories: (a)
Semi-autonomous groups are supervisor-led (Cherry,
1982); (b) self-regulating or self-managing groups elect
their leaders and control their division of labor (Pearce
& Ravlin, 1987); and (c) self-designing teams have au123
Performance Feedback
Practitioners agree that team effectiveness depends on accurate, timely feedback on performance (Ketchum, 1984;
Kolodny & Kiggundu, 1980) despite limited research evidence (Dyer, 1984). Koch's (1979) study of sewing machine operator groups found increased product quality
but decreased satisfaction alter the introduction of specific
goals with systematic feedback. Nadier, Cammann, and
Mirvis (1980) had mixed success with a feedback system
in retail banks in which performance was not tied to workunit rewards. Pdtchard et al. (1988) used goal-setting and
feedback (with team incentives) to bring about improved
performance and satisfaction in aviation maintenance
teams.
Performance feedback requires dependable measurement systems. These are probably most feasible in
teams with repetitive, quantifiable output and short cycles
of work, such as coal mining crews and assembly teams.
Feedback may be more difficult in teams with longer cycles of work and/or one-of-a-kind outputs, such as project
and development teams.
Physical Environment
Inter-member communication and cohesion may depend
on the extent to which informal, face-to-face interaction
is fostered by proximity of work-stations and gathering
places (Sundstrom, 1986; see also Stone & Luchetti,
1985). Territories can reinforce group boundaries (Miller,
1959) and foster or inhibit external exchange. When tasks
call for external coordination, exchange can be aided by
reception and conference rooms. In cases in which group
processes are easily disrupted, effectiveness may be aided
by enclosed group working areas. So, physical environments are central to group boundaries (Sundstrom &
Airman, 1989).
Table 1
Work-teamdifferentiation
Extq~rnalIntegration
Work cycles
Typicaloutputs
Advice/involvement
Committees
Review panels, beards
Quality control circles
Employee involvement
groups
Advisory councils
Low differentiation:
Inclusive or
representative
membership; Often
short group life
span and/or limited
working time.
Low integration:
Often few demands for
synchronization with
other work-units;
extemal exchange can
be minimal; work-cycle
may not be repeated.
Work-cycles can
be brief or
long; one cycle
can be team
life span.
Decisions
Selections
Suggestions
Proposals
Recommendations
Productionleervice
Assembly teams
Manufacturing crews
Mining teams
Flight attendant crews
Data processing groups
Maintenance crews
Low differentiation:
Variable membership
requirements;
sometimes high
turnover; variable
team life span;
often special
facilities,
High integration:
Externally paced work
usually synchronized
with suppliers and
customers inside and
outside the
organization,
Work-cycles
typically
repeated or
continuous
process; cycles
often briefer
than team life
span.
Food, chemicals
Components
Assemblies
Retail sales
Customer service
Equipment repairs
Project/development
Research groups
Planning teams
Architect teams
Engineering teams
Development teems
Task forces
High differentiation:
Members usually
expert specialists;
task may require
specialized
facilities;
Sometimes
extended team life
span.
Low integration:
Often internally paced
project with deadline;
little synchronization
inside organization;
task can require much
external
communication.
Work-cycles
typically differ
for each new
project; one
cycle can be
team life span.
Plans, designs
Investigations
Presentations
Prototypes
Reports, findings
Action/negotiation
Sports teams
Entertainment groups
Expeditions
Negotiating teams
Surgery teams
Cockpit crews
High differentiation:
Exclusive
membership of
expert specialists;
specialized training
and performance
facilities;
Sometemes
extended team life
span.
High integration:
Performance events
closely synchronized
with counterparts &
support units inside
the organization,
Brief performance
events, often
repeated under
new conditions,
requiring
extended
training and/or
preparation.
Combat missions
Expeditions
Contracts,
lawsuits
Concerts
Surgical
operations
Competitions
Developmental Sequences
Some theories suggest that groups develop through a series
of phases culminating in effective performance. Perhaps
best known is Tuckman's (1965) model: "forming,
storming, norming, performing," and later, "adjourning"
(Tuckman & Jensen, 1977). The model is supported by
studies of training and laboratory groups (Heinen & Jacobson, 1976; Moreland & Levine, 1988) that may not
necessarily generalize to work teams.
Gersick's (1988) "punctuated equilibrium" model
suggests that groups exhibit long stable periods interspersed with relatively brief, revolutionary changes. Unlike Tuckman's model, it assumes that development depends on external relations. This model comes out of
observations of eight project groups, each responsible for
a specific product, with an external reporting relationship
and a deadline. Initial periods of inertia lasted half of the
allotted time, followed by midpoint transitions: They
"dropped old patterns, re-engaged with outside supervisors, adopted new perspectives on their work, and made
dramatic progress" (Gersick, 1988, p. 16). Transitions
occurred halfway through the calendars, regardless of
group life span (7 days to 6 months). Stable phases followed. Seven of eight finished on time, though effectiveness varied; thus the model seems to describe relatively
effective project teams.
A recent model by Glickman et al. (1987) builds on
both Tuckman's and Gersick's models. Support for it
comes from 13 U.S. Navy gunnery teams studied during
training, which showed a progression from "teamwork,'"
or intermember coordination, to "taskwork." However,
whether teams follow a fixed developmental sequence or
show different temporal patterns in varied organizational
contexts remains a question for future research. Considering the variety of relationships between work teams and
organizational contexts, it seems unlikely that a single
sequence can describe the development of all kinds of
February 1990 American Psychologist
(1980b) concluded that findings from goal-setting interventions are more interpretable than others, leading them
to place greater confidence in goal setting.
We examined empirical research on team development interventions published since 1980 in selected journals.t Table 2 shows the 13 studies we found, with type
of team, intervention (interpersonal, goal setting, role definition, and problem solving), and results classified under
headings of performance or team viability. Most studies
used multiple approaches to team development, often
combining an interpersonal approach with others. Most
research designs had control groups, yielding results more
interpretable than in earlier reviews. Teams include advisory groups, production and service teams, project
groups, and action teams, a broad mix that could reflect
an expanding use of work groups. The table may overrepresent successful team development interventions, as
failures are probably less likely to be published.
Interventions had mixed success, as in prior studies.
Performance improved in 4 out of 9 cases in which it was
measured. Aspects of viability improved in 8 out of l0
studies using interpersonal approaches, although some
studies found adverse effects. Overall, Table 2 suggests
that in s o m e circumstances team development interventions may have enhanced work group effectiveness.
An ecological perspective suggests a reason why team
development interventions do not always succeed: they
usually focus only on internal team processes. This strategy might be more effective if coupled with a focus on
external relations.
iiii
TaMe 2
Teams
Interventions
Perfon~ance
Interpersonal, role
definition
Cafeteria food
service teams
Interpersonal, problemsolving
Decreased job
satisfaction,
commitment.
Woodman &
Sherwood
(1980a)
Student project
groups
Problem-solving, goalsetting
No effect on grades.
Government
employee
groups
Interpersonal
City maintenance
crews
Problem-solving, role
definition
Increased service
efficiency; no
change in customer
satisfaction.
Boss (1983)
(not reported)
Interpersonal, role
definition
Higher ratings
of group
effectiveness.
Increased participation,
involvement, trust.
Hughes,
Rosenbach &
Clover (1983)
Interpersonal, role
definition, goalsetting
Higher ratings of
group performance.
Higher cohesiveness,
group satisfaction,
trust.
No change in goal
commitment, job
clarity.
Eden (1985)
Army combat
units
Interpersonal, role
definition, goalsetting
No change in team
performance
ratings.
No change in
satisfaction,
communication, peer
relations, coordination.
Mining crews
Problem-solving
Little change in
quality or quantity
of ore mined.
Eden (1986)
Army combat
units
Interpersonal, role
definition, goalsetting
No change in ratings
of combat
readiness.
Improved teamwork,
conflict handling,
planning.
No change in cohesion,
involvement, support,
job clarity.
Engineering
project groups
Interpersonal, problemsolving
Project completed
$30 million under
budget.
Enhanced cooperation,
trust, communication,
morale.
Mitchell (1986)
Student project
groups
Interpersonal
Better interpersonal
relations.
Margedson, Davies
& McCann
(1987)
Airliner cockpit
crews
Interpersonal, problemsolving
Better communication,
interpersonal relations.
--
Viability
Increased communication
collaboration, role
clarity.
Better communication
and goal-setting
immediately after
intervention.
More tumover,
gdevances.
Poorer climate.
129
Team Development
As lamented in 1966 by McGrath and Altman, longitudinal processes in work groups are still poorly understood.
Pending basic, empirical studies of temporal sequences
in actual, intact work teams, we can only speculate how
predictors of effectiveness relate to team development.
Future research needs to examine work teams in their
natural contexts at multiple points in time, to look for
developmental stages analogous to infancy, adolescence,
maturity, and old age. Lacking such research, our theories
can only continue to generalize from the laboratory or
use "black boxes" to describe team development. Fortunately, some researchers are now using innovative
methods to study developmental processes in teams, such
as the qualitative approach by Gersick (1988), the case
study approach by Hackman (1989), and the quantitative
methods by Glickrnan and colleagues (1987). However,
practitioners may have to wait a while longer for a compelting model of team development that can serve as a
guide for managing and facilitating work teams. Evidence
for such a model could grow out of action research in
which work groups are systematically monitored over
time, perhaps in conjunction with team development interventions. A trend toward applying work teams could
provide many real-world research opportunities, for instance in companies reorganizing around work teams after
a merger or an acquisition.
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