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USC BA12N
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E I G H TC H A P T E R
Team dynamics
• Groups of two or more people
• Exist to fulfill a purpose
• Interdependent -- interact and influence each other
• Mutually accountable for achieving common goals
• Perceive themselves as a social entity
• Departmental teams
• Production/service/ leadership teams
• Self-directed teams
• Advisory teams
• Task force (project) teams
• Skunkworks
• Virtual teams
• Communities of practice
•All teams are groups
•Some groups are just people assembled together
•Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together)
• Groups that exist primarily for the benefit of their members
• Reasons why informal groups exist:
1. Innate drive to bond
2. Social identity -- we define ourselves by group memberships
3. Goal accomplishment
4. Emotional support
Advantages– Make better decisions, products/services
– Better information sharing
– Higher employee motivation/engagement• Fulfills drive to bond
• Closer scrutiny by team members
• Team members are benchmarks of comparison
Disadvantages– Individuals better/faster on some
tasks
– Process losses - cost of developing and maintaining teams
– Social loafing
• Make individual performance more visible
– Form smaller teams
– Specialize tasks
– Measure individual performance
• Increase employee motivation
– Increase job enrichment
– Select motivated employees
Team effectiveness model
•Task characteristics
•Team size
•Team composition
Team design
• Achieve
organisational
goals
• Satisfy member
needs
• Maintain team
survival
Team
effectiveness
•Team development
•Team norms
•Team roles
•Team cohesiveness
Team processes
Organisational and
team environment
• Reward systems
• Communication
systems
• Physical space
• Organisational
environment
• Organisational
structure
• Organisational
leadership
Task characteristics
Team composition
Team size
Team’s Task Characteristics
• Teams work better when tasks are clear, easy to implement
– learn roles faster, easier to become cohesive
– ill-defined tasks require members with diverse backgrounds and more time to coordinate
• Teams preferred with higher task interdependence
– Extent that employees need to share materials, information, or expertise to perform their jobs.
Levels of Task Interdependence
Sequential
Pooled
Reciprocal
Resource
A B C
A B C
A
B C
High
Low
Team Size
• Smaller teams are better because:
– need less time to coordinate roles and resolve differences
– require less time to develop more member involvement, thus higher commitment
• But team must be large enough to accomplish task
Five C’s of Team Member Competencies
Team Composition: Diversity
• Team members have with diverse knowledge, skills, perspectives, values, etc.
• Advantages– better for creatively solving complex problems
– broader knowledge base
– better representation of team’s constituents
• Disadvantages– take longer to become a high-performing team
– more susceptible to “faultlines”
– increased risk of dysfunctional conflict
Homogeneous vs heterogeneous teams
• Higher satisfaction
• Less conflict
• Faster team development
• More efficient coordination
• Performs better on simple tasks
• More conflict
• Slower team development
takes longer to agree on
norms and goals
• Better knowledge and
resources for complex tasks
• Tend to be more creative
• Higher potential for support
outside the team
Homogeneous teams Heterogeneous teams
Team Processes
Development
Norms
Cohesion
Trust
Team Processes
Development
Norms
Cohesion
Trust
Team Processes
Development
Norms
Cohesion
Trust
Existing teams
might regress
back to an
earlier stage of
development
Forming
Storming
Norming
Performing
Adjourning
Stages of Team Development
Team Processes
Development
Norms
Cohesion
Trust
Team Norms
• Informal rules and shared expectations team establishes to regulate member behaviors
• Norms develop through:
– Initial team experiences
– Critical events in team’s history
– Experience/values members bring to the team
Team Processes
Development
Norms
Cohesion
Trust
Preventing/Changing Dysfunctional Team Norms
• State desired norms when forming teams
• Select members with preferred values
• Discuss counter-productive norms
• Reward behaviors representing desired norms
• Disband teams with dysfunctional norms
Team Processes
Development
Norms
Cohesion
Trust
Team Cohesion
• The degree of attraction people feel toward the team and their motivation to remain members
• Both cognitive and emotional process
• Related to the team member’s social identity
Team
cohesiveness
• Smaller teams tend to be
more cohesive
• Regular interaction increases
cohesion
• Calls for tasks with high
interdependence
Team Processes
Development
Norms
Cohesion
Trust
Member
similarity
Member
interaction
Team
size
Somewhat
difficult entry
Team
success
External
challenges
Causes of team cohesiveness
• Similarity-attraction effect
• Some forms of diversity have
less effect
• Team eliteness increases
cohesion
• But lower cohesion with severe
initiation
• Successful teams fulfillmember needs
• Success increases social identity with team
• Challenges increase cohesion when not
overwhelming
Team Processes
Development
Norms
Cohesion
Trust
Team Cohesion Outcomes
1. Motivated to remain members
2. Willing to share information
3. Strong interpersonal bonds
4. Resolve conflict effectively
5. Better interpersonal relationships
Team Processes
Development
Norms
Cohesion
Trust
Team Cohesion and Performance
Team norms support firm’sgoals
Team norms oppose firm’sgoals
High team cohesiveness
Low team cohesiveness
Low task
performance
Moderately
high task
performance
Moderately
low task
performance
High
task
performance
Team Processes
Development
Norms
Cohesion
TrustTrust Defined
Positive expectations one person has of
another person in situations involving risk
Team Processes
Development
Norms
Cohesion
Trust
Three Levels of Trust
Identification-based Trust
Knowledge-based Trust
Calculus-based Trust
High
Low
Self-Directed Teams Defined
Cross-functional work groups organized around work processes, that complete an entire piece of work requiring several interdependent tasks, and that have substantial autonomy over the execution of those tasks.
Self-Directed Team Success Factors
• Responsible for entire work process
• High interdependence within the team
• Low interdependence with other teams
• Autonomy to organize and coordinate work
• Technology supports team communication/coordination
Virtual Teams
Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks
– Increasingly possible because of:
• Information technologies
• Knowledge-based work
– Increasingly necessary because of:
• Organizational learning
• Globalization
Virtual Team Success Factors
• Member characteristics
– Technology savvy
– Self-leadership skills
– Emotional intelligence
• Flexible use of communication technologies
• Opportunities to meet face-to-face
Team Decision Making Constraints
• Time constraints
– Time to organize/coordinate
– Production blocking
• Evaluation apprehension
– Belief that others are silently evaluating you
• Peer pressure to conform
– Suppressing opinions that oppose team norms
• Groupthink
– Tendency in highly cohesive teams to value consensus at the price of decision quality
– Concept losing favor -- consider more specific features
General Guidelines for Team Decisions
• Team norms should encourage critical thinking
• Sufficient team diversity
• Ensure neither leader nor any member dominates
• Maintain optimal team size
• Introduce effective team structures
Constructive Conflict
• People focus their discussion on the issue while maintaining respectfulness for others having different points of view.
• Problem: constructive conflict easily slides into personal attacks
Rules of Brainstorming
1. Speak freely
2. Don’t criticize
3. Provide as many ideas as possible
4. Build on others’ ideas
Evaluating Brainstorming
• Strengths
– Produces more creative ideas
– Less evaluation apprehension when team supports a learning orientation
– Strengthens decision acceptance and team cohesiveness
– Sharing positive emotions encourages creativity
• Weaknesses
– Production blocking still exists
– Evaluation apprehension exists in many groups
Electronic Brainstorming
• Relies on networked computers to submit and share creative ideas
• Strengths -- more creative ideas, minimal production blocking, evaluation apprehension, or conformity problems
• Limitations -- too structured and technology-bound
Describe
problem
Individual
Activity
Team
Activity
Individual
Activity
Write down
possible
solutions
Possible
solutions
described
to others
Vote on
solutions
presented
Nominal Group Technique