Teamwork

CHAPTER 18
Edited by Duyen Nguyen - VNUIS
 Critical Thinking

ARE TEAMS AND DO YOU LIKE WORKING WHY? / WHY NOT ???
GROUPS SIMILAR ? IN A TEAM ???
 Critical Thinking

WHAT ARE COMMON HAVE YOU EVER WORKED HOW CAN WE IMPROVE
PROBLEMS A TEAM WITH A “FREERIDER” IN TEAMWORK PERFORMANCE ?
USUALLY FACES ? TEAMS?
ACTIVITY 1
Straw Towers to the Moon
ü You are required to form a group of 10-15
ü Your challenge is to make the tallest tower
out of straws in 20 minutes
 Learning Objectives
ü Identify the types of teams in organizations.

ü Discuss new applications of teams to facilitate employee involvement.

ü Identify roles within teams and the type of role you could play to help a team be effective.

ü Explain the general stages of team development.

ü Identify ways in which team size and diversity of membership affects team performance.

ü Explain the concepts of team cohesiveness and team norms and their relationship to team performance.

ü Understand the causes of conflict within and among teams and how to reduce conflict, including the

importance of negotiation.
ü Define the outcomes of effective teams and how managers can enhance team effectiveness.
 Outline
I. Why teams at work? VI. Team Processes
A. What Is a Team? A. Stages of Team Development
B. The Dilemma of Teams B. Team Cohesiveness
II. How to make teams effective C. Team Norms
A. Model of Team Effectiveness VII. Managing Team Conflict
B. Effective team leadership A. Types of Conflict
III. Types of Teams B. Balancing Conflict and Cooperation
A. Formal Teams C. Causes of Conflict
B. Self-Directed Teams D. Styles to Handle Conflict
IV. Innovative Uses of Teams E. Negotiation
A. Virtual Teams VIII. Work Team Effectiveness
B. Global Teams A. Productive Output
V. Team Characteristics B. Satisfaction of Members
A. Size C. Capacity to Adapt and Learn
B. Diversity
C. Member Roles
 01
Why teams at work?
A. What Is a Team?
B. The Dilemma of Teams
 What is a Team?
ΠUnit of 2 or more people
 Interact or coordinate their work
Ž To accomplish a specific goal
Differences Between Groups and Teams

GROUPS TEAM
ü Designated leader ü Shares/rotates leader
ü Individual accountability ü Accountable to each
ü Identical purpose for group & other
organization ü Specific team vision or
purpose
ü Individual work products
ü Collective work products
ü Runs efficient meetings ü Encourages open-ended
ü Effectiveness=influence on discussions
business ü Effectiveness=value of
ü Discusses, decides, delegates collective work
work to individuals ü Discusses, decides,
shares work
 The Dilemma of Teams
ü We have to give up our independence
ü We have to put up with free riders
• A free rider as a person who benefits from team
membership but does not make a proportionate
contribution to the team’s work
• Teams are sometimes dysfunctional
 Five common Dysfunctions of Teams
Dysfunction team Effective team
ü Lack of trust üTrust
ü Fear of conflict üHealthy conflict
ü Lack of Commitment
ü Avoidance of üCommitment
Accountability üAccountability
ü Inattention to results üResults Orientation
 02
How to make teams effective
A.Model of Team Effectiveness
B.Effective team leadership
A. Work Team Effectiveness Model
B. Effective Team Leadership
ü Rally people around a compelling purpose
ü Share power
ü Admit ignorance
ü Fallibility Model
CASE STUDY 1
GOOGLE’S
PROJECT ARISTOTLE
 1. What is the Aristotle Project?

Google spent 2 years and enormous amounts of resources studying over 180
teams to figure out the answer to the question – What makes teams successful?
2. Why did Google call it Project Aristotle?

"the whole is
greater than the
sum of its parts"

Code-named Project Aristotle - a tribute to Aristotle's

quote, "the whole is greater than the sum of its parts" (as
the Google researchers believed employees can do more
working together than alone) - the goal was to answer the
question: “What makes a team effective at Google?”
 3. What makes teams
successful?
The researchers found that what really
mattered was less about who is on the team,
and more about how the team worked
together.

“We looked at 180 teams from all over the company.

We had lots of data, but there was nothing showing
that a mix of specific personality types or skills or
backgrounds made any difference. The ‘who’ part of
the equation didn’t seem to matter.’’ – Abeer Dubey,
a manager in Google’s People Analytics division
 4. What is one very important thing about teams
that Google found out from their project Aristotle?
Psychological safety: Psychological safety refers to an individual’s perception of
the consequences of taking an interpersonal risk or a belief that a team is safe
for risk taking in the face of being seen as ignorant, incompetent, negative, or
disruptive. In a team with high psychological safety, teammates feel safe to take
risks around their team members. They feel confident that no one on the team will
embarrass or punish anyone else for admitting a mistake, asking a question, or
offering a new idea.
 THE KEY TO GOOD TEAMWORK
● Google’s findings is the concept of “psychological safety” – a shared belief that
the team is safe for interpersonal risk-taking.
● Google now describes psychological safety as the most important factor in
building a successful team.
● Google ended up highlighting what leaders in the business world have known
for a while: the best teams are mindful that all members should contribute to the
conversation equally, and respect one another’s emotions. It has less to do with
who is in a team, and more with how the members interact with one another.
5. So, how to create psychologically safety?

ü Frame the work as learning problem, not an

execution problem.
ü Acknowledge your own fallibility.
ü Model curiosity.

https://www.youtube.com/watch?v=LhoLuui9gX8
 03
Types of Teams
A.Formal Teams
B.Self-Directed Teams
 A. Formal Teams
Vertical - composed of a manager and subordinates, sometimes called
functional or command teams.

Horizontal - composed of employees from the same hierarchical level but from
different areas of expertise
•Cross-functional teams
•Committees
•Special- purpose teams
 Effective Team Leadership
üCross-functional team: Group of people from different
departments formed to deal with a specific activity and existing
only until the task is completed
üCommittee: is long-lived and maybe a permanent part of the
organization’s structure
üSpecial-Purpose - created outside the formal organization for
special projects and disband once project is completed.
CASE STUDY 1
“TECHNOLOGY
ALONE IS NOT
ENOUGH.”
In 1986, shortly after he was forced
out of Apple, Steve Jobs bought a
small computer manufacturer named
(drumroll) Pixar.
In 2000, he relocated the company to
an abandoned Del Monte canning
factory. The original plan called for
three buildings, with separate offices
for computer scientists, animators, and
the Pixar executives. Jobs immediately
scrapped it. Instead of three buildings,
there was going to be a single vast
space, with an atrium at its centre.
“The philosophy behind this design is that it’s good to put the most
important function at the heart of the building. Well, what’s our
most important function? It’s the interaction of our employees. That’s
why Steve put a big empty space there. He wanted to create an
open area for people to always be talking to each other.” – Ed
Catmull, the president of Pixar.
But for Jobs, it was not just about creating a space, it
was getting its different cultures to work together and
collaborate.
John Lasseter, the chief creative officer at
Pixar, describes the equation this way: “Technology
inspires art, and art challenges the technology.”
Jobs saw the separated offices as a design problem. He
began with shifting the mailboxes to the atrium. He then
moved the meeting rooms, the cafeteria, the coffee bar,
and the gift shop to the centre of the building.
Brad Bird, the director of “The Incredibles” and
“Ratatouille,” said, “The atrium initially might seem like a
waste of space. But Steve realised that when people run
into each other when they make eye contact, things
happen.”
 B. Self-Directed Team Elements
Typically permanent teams

Consists of 5-20 multiple skilled workers who rotate jobs to produce an entire
product or service, or at least one complete aspect or portion of a product or
service.
ΠEmployees with several skills and functions
 Given access to various resources – information, equipment,
machinery, and supplies needed to perform the complete task
Ž Empowered with decision making authority select new members
 04
Innovative Uses of Teams
A.Virtual Teams
B.Global Teams
 Innovative Uses of Teams
• Virtual teams- consist of geographically or
organizationally dispersed members linked via technology
• Global teams- cross-border teams made up of members
from different nationalities and whose activities span
multiple countries; so virtual or face-to face
– Intercultural
– virtual
 Challenges of Virtual Teams
Practice How it’s done
Use technology to build üBring attention to and appreciate diverse skills and options
relationships üUse technology to enhance communication and trust
üEnsure timely responses online
üManage online socialization

Shape culture through üCreate a psychologically safe virtual culture

Technology üShare members’ special experience/strengths
üEngage members from cultures where they may be hesitant to
share ideas
Monitor Progress and üScrutinize electronic communication patterns
Rewards üPost targets and scorecards in virtual work space
üReward people through online ceremonies, recognition
 05
Team Characteristics
A.Size
B.Diversity
C.Member Roles
 Characteristics of Teams
ΠSize--
t Ideal size is thought to be 7
t Variations of from 5 to 12 typically are associated with
good team performance
t Small teams (2-4 members) show more agreement, ask more
questions
t Large teams (12 or more) tend to have more disagreements;
subgroups form, conflicts among them occur
 Characteristics of Teams
Diversity
t Produce more innovative solutions to problems
t Source of creativity
t Contribute to a healthy level of conflict that leads to
decision making
t Work team performance –racial, national, ethnic
tShort term = difficulty learning to work together
tLeadership helps problems fade over time
 Characteristics of Teams
ŽMember Roles-
ü Task specialist role spend time ü Socio-emotional role support
and energy helping the team team members’ emotional
reach its goal needs
t Initiate ideas t Encourage
t Give opinions t Harmonize
t Seek information t Reduce tension
t Summarize t Follow
t Energize t Compromise
ACTIVITY 2
1. Who is the most productive in the video clip?
2. Who is the leader of the team?
3. How many types of team members?
4. What is the role of the leader?

https://www.youtube.com/watch?v=O9_EHU5BKnQ
 Team Member Roles
High Task Specialist Role Dual Role
· Focuses on task accomplishment · Focuses on task and people.
over human needs. · May be a team leader.
· Important role, but if adopted by · Important role, but not essential if
everyone, team’s social needs members adopt task specialist and
won’t be met. socioemotional roles.
Member
Task
Behavior Nonparticipator Role Socioemotional Role
· Contributes little to either task or · Focuses on people needs of
people needs of team. team over task.
· Not an important role-if adopted by · Important role, but if adopted by
too many members, team will everyone, team’s tasks won’t be
disband. accomplished.
Low
Low Member Social Behavior High
 06
Team Processes
A.Stages of Team Development
B.Team Cohesiveness
C.Team Norms
A. Stages of Team
Development
 B. Team Cohesiveness
High cohesiveness is attractive feature of team

t Extent to which team members are attracted

to the team and motivated to remain in it
t Determinants
þTeam structure
þContext
Determinants of Team Cohesiveness
Team structure and context influence cohesiveness
þTeam Structure
ŒTeam interaction - the more time spent together, the more
cohesive the team
Shared goals - members agree on goals, they will be
more cohesive
ŽPersonal attraction to the team - similar attitudes and
values and enjoy being together
Determinants of Team Cohesiveness
Team structure and context influence cohesiveness
þTeam Context
ŒModerate competition with other teams –
cohesiveness increases as it strives to win
Team success & favorable evaluation of the team
by outsiders – add to cohesiveness
Consequences of Team Cohesiveness
High morale – mixed team performance

• Morale – higher in cohesive teams

– Increased communication among members
– Friendly team climate
– Maintenance of membership

• Productivity – mixed
– Cohesive Team members’ productivity tends to be uniform
– Non-cohesive teams have wider variation in member productivity
 One team is better than one person

Marvel’s The Avengers, featuring Iron Man, Captain America, the Hulk, and Thor
is not just inspiring for comics fans.
Captain America and Iron Man have a pretty different view of the world, and
compromise doesn’t come easy. But they respect and trust one another
despite their disagreements, and they can see the value the other brings to the
table. The abandonment of ego is what allows you to become part of a whole
that is greater than the sum of its parts.
When you’re part of a team, a truly cohesive unit that functions with a single
purpose, you can accomplish wonders.
 C. Team Norms
• Informal standard of conduct that is shared by team
members and guides their behavior

tValuable – define boundaries of acceptable

behavior

tNot written down

 the first behaviors
Critical events
that occur in a team
establish precedent
often set team
and lead to the
expectations
creation of a norm
Eg. Employee’s Critical Primacy:
injured events first
in team’s behavior
history precedents
Team
Norms
Explicit Carryover
statements from
from leaders other
Team leaders or or members experiences
members establish Carryover behaviors
norms bring norms into the
team from outside
Principles of Management_Teamwork
 07
Managing Team Conflict
A.Types of Conflict
B.Balancing Conflict and Cooperation
C.Causes of Conflict
D.Styles to Handle Conflict
E.Negotiation
 A. Types of Conflict
Conflict: Most important team characteristic
• Antagonistic interaction in which one party attempts to
block the intentions or goals of another
● Conflict is inevitable whenever people work together in
teams
● Among members within a team or between one team and
another
● Can have healthy impact = energizes people toward
higher performance
Task Conflict Relationship conflict
disagreements among interpersonal incompatibility
people about goals to that creates tension and
be achieved or the personal animosity
content of the tasks to among people
be performed
B. Balancing Conflict and Cooperation
• Groupthink = tendency for people to be so
committed to a cohesive team that they are
reluctant to express contrary opinions
• Abilene Paradox = (Jerry Harvey) tendency to go
along with others for the sake of avoiding conflict
• Low levels of conflict –associated with poor
decision making in top management teams
C. Causes of Team Conflict

• Scarce Resources
• Communication breakdown
• Personality clashes
• Goal differences
D. Model of Styles
to Handle Conflict
 Assertive Exhibit 21.9
Competing Collaborating

Assertiveness
(Attempting to Compromising
Satisfy one’s own
concerns)

Unassertive Avoiding Accommodating

Uncooperative Cooperative
Cooperativeness
(Attempting to satisfy the other
party’s concerns)
Source: Adapted from Kenneth Thomas, “Conflict and Conflict Management,” in Handbook of Industrial
 Styles to Handle Conflict
• Competing style. be used when quick, decisive action is vital on
important issues or unpopular actions such as during
emergencies or urgent cost cutting
• Avoiding style. be used when the issue is trivial, there is no
chance to win, a delay is needed, and a disruption would be
very costly
• Compromising style. be used when goals on both sides are
equally important, opponents have equal power and want to
split the difference, and each side needs a temporary or
expedient solution.
 Styles to Handle Conflict
• Accommodating style. be used when people realize they are
wrong, an issue is more important to others than to oneself, and
one is building social credits for use in later discussions.
Maintaining harmony is important.

• Collaborating style. be used when both parties need to win,

both sets of concerns are too important to be compromised,
and insights from different people need to be merged.
Commitment of both sides is needed for a consensus.
 Balancing Conflict and Cooperation
• Superordinate Goals = goal that cannot be reached
by a single party
• Negotiation = parties engage one another in an
attempt to systematically reach a solution
• Mediation = process of using a third party to settle a
dispute
 Types of Negotiation
• Integrative negotiation is based on a win-win assumption, in
that all parties want to come up with a creative solution that
can benefit both sides of the conflict; “expand the pie” rather
than divide it
• Distributive negotiation assumes the “size of the pie” is fixed
and each party attempts to get as much of it as they can, This
win-lose approach is competitive and adversarial rather than
collaborative, and does not typically lead to positive long-term
relationships
 Rules for Reaching a Win-Win
Solution
ΠSeparate the people from the problem
 Focus on interests, not current demands
Ž Generate many alternatives for mutual gain
 Insist that results be based on objective standards
 08
Work Team Effectiveness
A.Productive Output
B.Satisfaction of Members
C.Capacity to Adapt and Learn
 Productive output
• Productive output: the team’s output meets the
requirements of customers or clients in terms of quality,
quantity, and timeliness
• Social facilitation refers to the tendency for the presence
of others to enhance one’s motivation and performance
(not for virtual and global teams)
 Satisfaction of Members

• Satisfaction of Members: multiple opportunities for

people to satisfy their individual needs and to develop
both personally and professionally
 Capacity to adapt and learn
• Members can anticipate one another’s actions and
respond appropriately
• Effective teams learn from experience and use that
learning to revitalize and regenerate themselves,
smoothly adapting to shifting organizational and
competitive demands
CASE STUDY 3
Reflection on the movie
“The Wolf of Wall Street”
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