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Chapter 10

Team Development Interventions

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 1 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Learning Objectives
Identify how team development techniques fit into OD
program.
Recognize team problems and why teams may not be
operating at optimum capacity.
Understand and experience process of team development.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 2 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Topics Covered
Organizing around teams
The Team approach
The need for team development
Cohesiveness and groupthink
The purpose of team development
The team development process
Outdoor experiential laboratory training
Role analysis and role negotiation

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 3 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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Organizing Around Teams
A team is a group of individuals.
Complementary skills.
Depend upon one another to accomplish common purpose or
set of purpose goals.
Hold themselves mutually accountable.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 4 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Teamwork
Work done when members subordinate personal prominence
for the good of the team.
Members of effective teams are open and honest with one
another, there is support and trust, there is a high degree
of cooperation and collaboration, decisions are reached
by consensus, communication channels are open and well
developed, and there is a strong commitment to the
teams goals.
Many management theorists see team-based organization as
wave of future.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Team Approach
Many organizations increase productivity by implementing
team-based programs.
The coordination of individual effort into task accomplishment
is most important when the members of a team are
interdependent.
Interdependence refers to:
One persons performance contingent upon how someone else
performs.
The US Army believes that individuals perform better when
they are part of a stable group; they are more reliable, and they
take responsibility for the success of the overall operation.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 6 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Sport Teams As a Model
Football.
Involves sequential interdependence.
Baseball.
Pooled interdependence.
Team members somewhat independent of one another.
Basketball.
Exhibits highest degree of interdependence.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 7 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Team Building
Team building major OD intervention.
Team building and team development are terms used
interchangeably.
Team building is used for increasing the communication,
cooperation, and cohesiveness of units to make them more
productive and effective.
Team building is an intervention where the members of a
work group examine such things as their goals, structure,
procedures, culture, norms, and interpersonal relationships
to improve their ability to work together effectively and
efficiently.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 8 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Reasons for Using Team Development
Work group basic unit of organization.
Provides support for change.
Operating problems of work groups often sources of inefficiency.
Teams or work groups often have difficulty in operating effectively. The
problems that inhibit effective operation include:
lack of clear objectives
interpersonal differences or conflicts
ineffective communication
difficulty in reaching group decisions and
Inappropriate power and authority levels in the group
Team development techniques are used in change programs to increase work
team effectiveness. The work team reviews and evaluates its own functioning
and develops improved work and relational patterns.
The emphasis is on the members exploring the teams functioning and
processes, usually with the help of a practitioners process interventions.
Chapter 10 An Experiential Approach to Organization Development 8th edition
Slide 9 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Need for Team Development
Teams are primary unit in organization.
Two types of teams:
Natural work team (related work, structure of the organization
design).
Temporary task team (groups meet for limited periods to work
on a specific project or problem and disband after they solve it).
Need for team development varies with situation.
Example: Cisco has made teamwork a critical part of bonus plans,
especially for top executives. CEO John Chambers has implemented
a policy where 30 percent of the annual bonus would depend on how
well the executive collaborates with others. It tends to formalize the
discussion around how can I help you and how can you help me, says
one of the top executives.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 10 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Three Categories Requiring Teams
Situations that require interaction tend to fall into three
categories:
Simple.
Complex.
Problem.
The kind of task to be performed determines whether a
team is required or not.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 11 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Figure 10.1
Situation Determines Teamwork

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 12 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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Simple Situations
People working alone and no need to involve others.
Little team development necessary.
There is no need to involve others except to pass along or obtain
information. The involvement of others may slow down the
organizations functions.
Managers operating in a simple situation focus on their
responsibilities, do not involve others in their work, and,
therefore, avoid wasting valuable time.
Good social skills are important, but team development is not
needed for work groups involved with simple situations.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 13 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Simple Situations
Examples;
The work is structured so that the tasks that make it up are highly
independent of other tasks.
There is one person who is obviously more of an expert on the subject than
anyone else, and those affected by the decision acknowledge and accept that
expertise.
There is an obvious correct answer.
The task or problem is part of someones regular job assignment, and it was
not his or her idea to form the team.
There is little or no interest in the issue.
The involvement of others will not contribute to the issue, nor would their
knowledge or expertise be increased by the team experience.
The reward or pay is based on individual performance and not on the
collective performance of the team.
There is no time for discussion.
Employees work more happily and productively alone.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 14 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Complex Situations
Information must be shared to complete task.
Input is not required from all of the groups members, and the level of
the input is not deeply personal.
Members handle them by cooperating with one another.
For example, they assist each other in getting out the quarterly
financial statements. Acting alone, no one person would have enough
information or time to complete the statements, so information is
shared and members help one another.
Team development is not essential, but it is recommended because
members need to cooperate and negotiate with one another and
coordinate their activities.
Good interpersonal skills are required, including the ability to
compromise, to see situations from another members point of view, to
negotiate, to persuade, to listen, and to share information.

An Experiential Approach to Organization Development 8th edition


Chapter 10 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Slide 15 Hall
Problem Situations
Unusual and unprecedented situations.
Has impact outside of individuals influence.
For example, a company that is planning to introduce a new product must work
effectively not only in the various departments that formulate plans but also between
departments to arrive at a general strategy.
The uncertainty involved with these types of problems and the need to involve others
in the solutions requires a team-building approach.
Why? Some situations;
When the work is designed to be done by a team.
To allow those who know something about the subject to become involved.
To build and enhance employee commitment, because teams offer increased levels of
participation in decisions.
To build consensus and commitment on a controversial issue.
To work on a problem that does not belong to any one person.
When rewards are based on team performance rather than individual performance.
To allow more creative discussions by pulling together people of unusual and
different backgrounds and interests. etc

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 16 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Operating Problems of Teams
(part 1 of 3)
When individuals are brought together to work on some problem or goal of the
organization, they are likely to develop a complex pattern of behaviors, interactions, and
feelings.
A primary function will be to preserve the norms of the team and protect it from outside
pressures perceived to be threats.
Those who receive rewards from the team and support its norms represent a core of
regular members.
At the other extreme are the isolates, who have little to do with the others and seem to
have little interest in and need for observing the norms.
The team also satisfies several important individual needs. If these needs are frustrated by
organizational obstacles, problems will arise both for the individual and for the work
organization.
The satisfaction of social needs such as affiliation, acceptance, and status is important for
most people, and often these needs are partially met through the team.
Work teams provide emotional support and identity for their members. The lack of
support is noticeable when work teams are dissolved, as in an organization or company
takeover.
Work teams also serve the valuable purpose of helping individuals to attain goals and
accomplish tasks.
Chapter 10 An Experiential Approach to Organization Development 8th edition
Slide 17 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Figure 10.2
Sources of Team Problems

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 18 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Operating Problems of Teams
(part 1 of 3)
Goals Individuals often have difficulty in defining and clarifying their
goals, and in work teams the problem is multiplied. Objectives are often
misunderstood, confused, or changed without any definite clarification.
Similarly, teams tend to lose their purpose and direction, and goals
require testing from time to time to figure out whether they are going
full steam but in the wrong direction.

Member needs As previously noted, teams fill several needs of


individuals, and frequently the satisfaction of completing the task is
overemphasized at the expense of the social and personal needs of team
members. Interpersonal differences, conflicts, or misunderstandings
may hinder team effectiveness. Members may take sides and reject any
compromise, or they may attack one another in subtle ways. Such
interpersonal garbage or hang-ups need to be brought out and
resolved.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 19 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Operating Problems of Teams
(part 2 of 3)
Norms - The team must develop norms about its behavioral patterns. In
some cases the norms lead to behavior that is antisocial and dysfunctional
for the organization. For example, groups with strongly antisocial climates
appear to have significant influence on the antisocial actions of their
members. If team members comprise a tightly knit group, they are more
likely to match their level of antisocial behavior to that of the group.
Homogeneous Members - Groups that are homogeneous tend to
produce homogeneous ideas. Creative ideas and projects tend to come
from groups that have diverse backgrounds and interests.
Decision-Making - Another frequent source of difficulty in teams is the
way decisions are made. Decisions may be made by authoritarian decree, by
majority rule, or by unanimous rule. Each method has advantages and
disadvantages. There is a good deal of evidence showing that decisions
implemented by members who use consensus rules are more effective.
Chapter 10 An Experiential Approach to Organization Development 8th edition
Slide 20 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Operating Problems of Teams
(part 3 of 3)
Leadership - One key issue for teams is the degree of power and
control that the members have over themselves and others. Groups
sometimes suffer from low participation, boredom, or apathy. Some
groups and individuals function better in a more structured,
authoritarian situation, whereas others do not. For example,
production units may operate better with more structure, whereas
research groups probably do better with more independence.
Size A work team can consist of as few as two members or as many as
25 or 30, but five to seven is generally considered the most effective
size. People on a small team behave differently from those on a large
team. A team of two or three is generally too small to be effective,
whereas 12 is probably the upper limit for the members to interact
with every other member. With even larger teams, there is a greater
likelihood that sub-teams of five to seven will form to handle specific
concerns. For example, Bank One Corp.s COO, Jamie Dimon, says
that he prefers to work in small groups, where managers cannot hide.
He says it is also easier to make changes in small groups.
Chapter 10 An Experiential Approach to Organization Development 8th edition
Slide 21 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Cohesiveness and Groupthink
(part 1 of 2)
Cohesiveness.
Unity that members of group have for one another.
Group behavior.
Cohesiveness can improve group performance, but it can
also make the need for uniformity more important than
the need for high-quality decisions.
High degree of cohesiveness can result in groupthink.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 22 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Cohesiveness and Groupthink
(part 2 of 2)
Groupthink is a theoretical framework posited by Irving Janis
to describe the problems of group cohesiveness.
Groupthink refers to a mode of thinking that people engage in
when they are deeply involved in a cohesive in-group, when the
members striving for unanimity overrides their motivation to
realistically appraise alternative courses of action.
Groupthink.
Deterioration of reality testing.
Results from group pressures.
Likely to happen when agreement becomes dominant force.
Tends to outweigh consideration of alternatives.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 23 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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Cohesiveness and Groupthink
Eastman Kodak Companys insular management is an example of
groupthink. The physical location of Kodak in Rochester, New York
(where it has been located for over a century),means that managers
have little chance to mix with counterparts from other companies.
Fortune magazine has called Kodak a champ, maybe the champ, of
inbreeding and insularity.
The social lives of many of its employees revolve around company
events. At Kodak, consensus has become the norm, and confrontation
is frowned upon.
Groupthink may also explain some of the poor decisions made by
corporate boards of directors in the early 2000s.This may be especially
true of corporations that formerly had been successful for long
periods.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 24 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Purpose of Team Development
To integrate goals of individual and group with goals of
organization.
Work teams can only achieve this if they spend some time on
the process of team interaction, that is, on how they work
together and what they accomplish.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 25 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Team Development (part 1 of 2)
The development of a smoothly functioning team is just as demanding and
precise in an organization as in many sports activities, but few work teams ever
examine their performance.
A typical reason is Were too busy. Yet it is difficult to imagine an effective
basketball or football team too busy to practice or to review its performance.
This is what team development is all about. It is an intensive examination
of team operation focusing upon how members function as a team, and how
they can overcome operating problems and improve their efficiency.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 26 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Team Development (part 2 of 2)
Every team has its own structure, norms, and values, and members of the
team tend to do things in certain ways. Team members are often more loyal to
fellow team members than to the organization. Because of these
characteristics, team development techniques are used to clarify goals and
priorities, to examine how decisions and communication are functioning, and
to recognize how the relationships among team members influence output.
Thus the goals of team development include:
Identify objectives, set priorities.
Examine team performance.
Analyze group process.
Improve communications.
Improve problem-solving ability.
Increase cooperation.
Work more effectively with other teams.
Increase respect of other team members.
Chapter 10 An Experiential Approach to Organization Development 8th edition
Slide 27 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Two Types of Activities
Team Development process involves 2 types of activities;
Family group diagnostic meetings.
Aimed at identifying group problems.
Family group team-building meetings.
Aimed at improving teams functioning.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 28 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Team Development Meeting
Has Two Objectives
Task or work agenda of group.
Processes by which members work on the task.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 29 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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General Procedure of Training
for Team Development:
Step 1: Initiate team development meeting.
Step 2: Set objectives.
Step 3: Collect data.
Step 4: Plan the meeting.
Step 5: Conduct the meeting.
Step 6: Evaluate team development process.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Slide 30 Hall
Outdoor Experiential
Laboratory Training
Takes people who work together.
Places in outdoor setting with exercises.
Hastens discussions surrounding leadership styles and team
work.
After exercise team discusses:
What they learned.
How it applies to work.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 31 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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The Outdoor Lab Process
Assessment of team prior to training.
Orientation meeting held with participants.
Exercises selected to fit abilities.
Team participates in exercises.
Team reflects on process.
Team follows with goal setting and plans.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 32 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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Cautions of Using Outdoor Labs
Safety is major concern.
Participation is voluntary.
Participants should have fun, labs not to become too serious.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 33 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Role Negotiation
Directed at work relationships among team members.

The technique involves a series of controlled negotiations


between participants. During the role negotiation, managers
frankly discuss what they want from one another and explain
why.

An Experiential Approach to Organization Development 8th edition


Chapter 10 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Slide 34 Hall
Steps in Role Negotiations
Contract setting.
Each member prepares a list for each of the other members with three
headings: (a) things to do more, (b) things to do less, and (c) things to do the
same.
Issue diagnosis.
Each member writes out a master list combining the lists written about him
or her and posts it on the wall. Members are asked to clarify any items that
need explanation.
Role negotiation.
After the clarification, members decide which items they want most and
form into pairs to negotiate, usually with a third party to help in the process.
Written role negotiation agreement.
The outcome of the role negotiation is written down and spells out the
agreements and concessions that each party finds satisfactory.
Chapter 10 An Experiential Approach to Organization Development 8th edition
Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Slide 35 Hall
Role Analysis
Another team development intervention, called role analysis
technique (RAT);
Designed to clarify roles expectations of members.
Role ambiguity - team member not fully knowing what others
expect.
Role conflict - difference between expectations of team member
and actual behavior.
Role analysis used to clarify role discrepancies.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 36 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Steps in Role Analysis
1. Role incumbent describes role as they see it. Others may
add or modify.
2. Role incumbent expectations of others.
3. Others expectations of role incumbent.
4. Role incumbent makes summary.
Each member completes above steps.
Role profiles are periodically reviewed.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Slide 37 Hall
OD Application
Virtual Teams
Virtual team meetings use advance technology to help people
collaborate.
Advancements in technology has made meetings seem more
life-like.
GE and P&G use virtual teams with employees, suppliers,
and customers.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Slide 38 Hall
Advanced telepresence systems use:
Large high definition monitors.
Video cameras.
High speed communication lines.
Reasons for growth in telepresence:
Expensive air travel.
Fast pace of organizations.
Technology becoming more advance.
Employees comfortable with new technologies.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 39 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
OD Application
Groupthink at the White House
Janis Irving books on groupthink looked at major U.S.
foreign policy fiascoes.
President Obama aware of research on groupthink regarding
foreign policy.
He used term several times at news conferences upon taking
office.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 40 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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Nov 08: Echo chamber can keep out fresh voices.You start
engaging in groupthink.
Dec 08:You get wrapped up in groupthink and everybody
agrees with everything.
Feb 09: I'm not interested in groupthink, which is why the
board reflects broad cross-section of experience.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 41 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
OD Application
EcoSeagate and Team
Development
Each year Seagate Technology brings employees together for
an outdoor lab.
EcoSeagate team development takes place in desolate area of
New Zealand.
Teams composed of 5 people.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 42 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Composition based on mix of:
Physical ability, level within company, sex, nationality, and
personality.
Lab takes place over 5 days.
Teams go through competitive events.
Each team learns how to work together.
No quantitative results of outdoor labs.
Criticism comes from stockholders for event costing $2
million.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 43 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
KEY WORDS AND CONCEPTS

Group cohesiveness.
Attractiveness group has for its members.
Groupthink.
Describes problems of group cohesiveness.
Interdependence.
Persons performance contingent on how someone else
performs.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 44 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Natural work team.
People coming together because of related jobs.
Outdoor experiential laboratory training.
People who work together placed in outdoor setting.
Allowed to experiment with leadership styles and teamwork.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 45 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Role ambiguity.
Role incumbent unaware of expectations by others.
Role analysis.
Team development method for clarifying role expectations.
Role conception.
Persons own ideas about appropriate role behavior.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 46 Copyright
Hall
2011 Pearson Education, Inc. Publishing as Prentice
Role conflict.
Discrepancy between role conception and others expectations.
Role expectations.
Behaviors expected for member by other team members.
Role negotiation.
Team building technique involved at negotiations between
participants.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Slide 47 Hall
Team.
Group of individuals who depend on one another to accomplish
objective.
Team building.
Work group examines goals, structure, and norms to improve
ability to work together.
Team development.
Also called team building.

An Experiential Approach to Organization Development 8th edition


Chapter 10 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Slide 48 Hall
Teamwork.
Work done by members subordinating personal prominence for
good of team.
Temporary task team.
Groups meeting for limited time to work on problem.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Slide 49 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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OD Skills Simulation 10.1
Organization Task & Process
Purpose:
To experience interpersonal and team issues.
To experience interdependence among members.

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Slide 50 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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OD Skills Simulation 10.2
Team Development
Purpose:
To experience interdependence among members
To work on improving team processes.

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Slide 51 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
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OD Skills Simulation 10.3
Role Analysis Team Development
Purpose:
To give you practice in the role analysis technique of team
development.

Chapter 10 An Experiential Approach to Organization Development 8th edition


Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Slide 52 Hall
Preparations for Next Chapter
Read Chapter 11.
Prepare for OD Skills Simulation 11.1.
Read and familiarize yourself with rules of Disarmament Game.
Complete Step 1.
Read and analyze Case: The Exley Chemical Company.

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Chapter 10 An Experiential Approach to Organization Development 8th edition
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