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HIGH PERFORMING TEAMS Teamwork
Innovation in teams
Diversity and teams
Leadership in teams
EVIDENCE BASED MANAGEMENTPFEFFER AND SUTTON (2006)
“If doctors practiced medicine like many companies practice management, there would be more unnecessarily sick or dead patients and many more doctors in jail or suffering other penalties for malpractice”
Assume evidence based management will lead to a significant competitive advantage
EVIDENCE BASED MANAGEMENT
Basis for most management
Personal experienceObsolete knowledgeRecommendations from
others/specialistsFads/gurusDogmas/beliefsMindless copying of top
performers
TEAM CHARACTERISTICSSALAS ET AL., 2009 Two or more individuals Interact socially and adaptively Shared or common goals Meaningful task interdependence Hierarchical structure Distributed expertise and roles Embedded in an organization or environment
TEAMWORK DEFINITIONSALAS ET AL., 2009 Teamwork is a set of flexible behaviors,
cognitions, and attitudes that interact to achieve desired mutual goals and adaptation to the changing internal and external environments…consists of knowledge, skills, and attitudes that are displayed in support of one’s teammates, objectives and mission.
TYPES OF TEAMS
Advice Production Project/development Action/negotiation
TEAMS Presumed benefits of self-directed teams
Increase motivation Accountability Shared rewards Social reinforcement
Empowerment/efficacy Voice Autonomy Responsibility Commitment
Utilization of skills Diversity/complementarity Cross-functional teams Flexibility
WHY TEAMS DON’T WORK
Social loafing/free riding Problems of group decision-making Satisficing Polarization Going with first good idea Groupthink Production blocking
THE ROMANCE OF TEAMSALLEN & HECHT (2004) Mismatch between modest evidence for team
effectiveness and enthusiasm for teams 30/55% of organizations use teams Social value of teams Together Everyone Achieves More
THE ROMANCE OF TEAMSIMPLICATIONS Organizational practice may not be justified Overapplication to inappropriate contexts Lack of organizational alignment with teams
Support systems Resources Training
Lack of cost/benefit analysis Force fitting individuals into teams
Not all individuals suited for teams Yet these individuals may be valuable for
organizations
WHY TEAMS DON’T WORK
Hackman (1998) Some teams successful Others not Largely due to manager/corporate mistakes
WHY TEAMS DON’T WORK: MANAGER MISTAKES Use teams for individual tasks Manage teams as individuals
Need to be a real team Failure of managers to give direction
Teams can supply the means Failure to provide appropriate
organizational/normative structure Failure to provide organizational
support Assume team members have needed
skills
WHEN TEAMS WORK
Appropriate team task Real team Clear, engaging direction Facilitative structure Supportive organizational practices Expert coaching
CHARACTERISTICS OF EFFECTIVE TEAMS (SALAS)
Have clear roles & responsibilities Driven by compelling purpose – goal, vision Guided by team coach (leader) – promotes, develops, reinforces Have mutual trust – familiarity Develop team norms – clear, known & appropriate
CHARACTERISTICS OF EFFECTIVE TEAMS (SALAS)
Hold shared understanding of task, mission & goals – hold shared mental models They self-correct – huddles, debriefs Set expectations – clear, understood Share unique information – efficient information protocols Surrounded by optimal organizational conditions – policies, procedures, signals
CORE COMPONENTS OF TEAMWORK
Team Leadership Adaptability Mutual performance monitoring Backup behavior Team orientation
CORE COORDINATING MECHANISMS
Shared mental models
Closed-loop communication
Mutual trust
Make core components possible
TEAM KSASSALAS ET AL. (2009)
Attitudes Team/collective orientation Team/collective efficacy Psychological safety Team learning orientation Team cohesion Mutual trust Team empowerment Team reward attitude Team goal
commitment/conscientiousness
TEAM KSASSALAS ET AL. (2009)
Behaviors Mutual performance monitoring Adaptability Backup/supportive behavior Implicit coordination strategies Shared/distributive leadership Mission analysis Problem detection Conflict resolution and management
TEAM KSASSALAS ET AL. (2009)
Behaviors Motivation of others Intrateam feedback Task related assertiveness Planning Coordination Team leadership Problem solving Closed-loop
communication/information exchange
TEAM KSASSALAS ET AL. (2009)
Cognitions Rules for matching a situation with an
appropriate action Accurate problem models Accurate shared mental models Team mission, objectives, norms,
resources Understanding multi-team system
couplings
EXPERT TEAMSSALAS ET AL. (2006)
Hold Shared Mental Models Members anticipate each other Can communicate without overt
means Interpret environmental cues in a
complementary or consistent way Can reach intuitive consensus on
problem definition, action, selection Concise communication/standardized
terminology
EXPERT TEAMSSALAS ET AL. (2006)
Optimize resources by learning and adapting
Self-correcting Compensate for each other Deliberate process of maintaining and
building expertise Adjust performance processes to
changes in task/environment Seek feedback within/outside team Discuss errors
EXPERT TEAMSSALAS ET AL. (2006)
Clear Roles and Responsibilities Manage expectations Understand each others’s roles and fit Clear but not rigid team member roles
EXPERT TEAMSSALAS ET AL. (2006)
Clear, Valued and Shared Vision
A clear and common purpose Guided by common values
EXPERT TEAMSSALAS ET AL. (2006)
Pre-Brief, Performance, Debrief Cycle Regular individual and team feedback Establish and revise team goals and plans Differentiate between low and high priorities Mechanisms for anticipating and reviewing
issues or problems of members Periodically diagnose team effectiveness Generate lessons from performance episodes Discuss performance strategies
EXPERT TEAMSSALAS ET AL. (2006)
Strong Team Leadership Good leadership skills; not just technical Team members believe leader cares
about them Leaders provide situation updates Leaders foster teamwork, coordination,
cooperation Leaders who self-correct first Leaders provide guidance for
improvement Leaders set team and individual priorities Share leadership functions as needed
EXPERT TEAMSSALAS ET AL. (2006)
Strong Sense of Collective, Trust, Teamness, Confidence
Manage conflict well Strong sense of team orientation Trust other team member intentions Believe in collective ability to succeed Develop collective efficacy Learning and development
atmosphere Safety for interpersonal risks
EXPERT TEAMSSALAS ET AL. (2006)
Manage and Optimize Team Performance Outcomes
Make fewer errors Communicate often enough Make better decisions Greater chance of mission success Adjust team processes to optimize
performance
EXPERT TEAMSSALAS ET AL. (2006)
Cooperate and Coordinate Identify teamwork and task work
requirements Right mix of competencies Integrate new team members Distribute work thoughtfully Workplace adjusted for optimal
communication and coordination Manage team interdependence in a timely
manner Ensure team members have information
needed Effectively manage conflict
TEAM TRAININGKOZLOWSKI & ILGEN (2006)
Team Training appears to be effective Individual team skills Teams skills Cross-training Guided team-self-correction training Adaptation-coordination training Team building/results mixed
EVIDENCE FOR TRAINING EFFECTIVENESS
Compared with current training, enhanced training resulted in (see Cannon-Bowers & Salas, 1998): 45% Improvement in Mission Performance 33% Improvement in Tactical Decision Making
Performance 25% Improvement in Communication Efficiency 10-34% Improvement in Team Coordination
In the aviation environment (Salas et al., 1999) 6-20% Improvement in Teamwork Behaviors
TEAM TRAINING WORKS WHEN…
Focused on teamwork knowledge, skills, and attitudes (KSAs) necessary for effective team functioning
Provides opportunities to practice these KSAs
Trainers give feedback to diagnose teams regarding their ability to use the KSAs
Tools are provided to improve transfer of team training
Debriefs Coaching
TEAM TRAININGGREGORY ET AL. (2013)
Prepare Climate Involve trainees in decision Provide organizational support Emphasize the value for the organization
TEAM TRAINING
Create Conditions for Teamwork Make sure that training will transfer
Deal with job relevant processes Make team training scenario realistic Pilot testing
TEAM TRAINING
Conduct teams needs analysis Organizational analysis
Facilitative and inhibitory factors Team task analysis
What are the team tasks? Person analysis
Who needs the training and what are their characteristics
TEAM TRAINING
Design a measurement plan Include appropriate content
Teaching taskwork before teamwork Cooperation Conflict Coordination Communication Coaching/leadership Cognition/shared understanding
TEAM TRAINING
Instructional strategy Provide information Demonstration Practice—role play, simulation Coordination training Cross training Self-correction training
TEAM TRAINING
Team development Feedback and debriefings
Evaluate team training Promote transfer of training Sustain conditions that foster teamwork
TEAM EFFECTIVENESS-REFLEXIVITY APPROACH (WEST, 2004)
Task reflexivity Focus on objectives Regular review and adjustment of team
processes Social reflexivity
Support, conflict resolution, social climate
TEAM EFFECTIVENESS-REFLEXIVITY APPROACH (WEST, 2004)
Disfunctional team Low social and task reflexivity Poor task performance Poor mental health Low team viability
TEAM EFFECTIVENESS-REFLEXIVITY APPROACH (WEST, 2004)
Cold efficiency team Low social and high task reflexivity High task effectiveness Average or poor mental health Short term viability
TEAM EFFECTIVENESS-REFLEXIVITY APPROACH (WEST, 2004)
Cosey team High social and low task reflexivity Poor task effectiveness Average mental health Short term viability
TEAM EFFECTIVENESS-REFLEXIVITY APPROACH (WEST, 2004)
Fully functioning team High social and high task reflexivity High task effectiveness Good mental health Long-term viability
TEAM DECISION MAKING
Effective meetingsClear agendaChance for all to shareEfficient process for decision makingMaintain a positive atmosphere
DECISION MAKING BARRIERS
Common information bias Conformity Polarization Personality differences (introversion) Differences in contribution levels Differences in communication skills Degree of openness to contrary opinions Status hierarchy effects
DECISION MAKING BARRIERS
Groupthink
Social loafing
Diffusion of responsibility
Production blocking
TOWARD BETTER DECISION MAKING
Stepladder technique (Rogelberg et al. ,1992)First all share ideas Then build on ideas and come to
collective decision Psychological safety Effective meeting structure
Controlled sharing, summarizing, breaks, focus on sub-topics
TOWARD BETTER DECISION MAKING
Constructive controversy (Tjosvold)Exploration of opposing opinionsOpen minded consideration and
understandingIntegration of ideasConcern with high quality solutionsTolerance of diversityCooperative team climateShared team goals
TOWARD BETTER DECISION MAKING
Effective presentation of minority perspectives
Clear presentation of viewsCompelling presentationPersistenceDelayed changes in related domainsStimulates creativity
VIRTUAL TEAMS
Geographically distributed
Rely on communication technology
Most findings similar for face to face and virtual teams
Importance of trust, cohesion, communication, leadership
VIRTUAL TEAMS
Advantages
Ease of tapping diverse skills independent of location
International teams
VIRTUAL TEAMS
DisadvantagesAccountabilityCohesion/connectednessLack of casual/informal contacts
Proximity important in science teams
May have more conflict
VIRTUAL TEAMS
Challenges (Webster & Staples, 2006)
More complex than f-t-f Restricted communication Invisibility May increase misunderstandings and wrong conclusions
VIRTUAL TEAMS
Critical factors for success
Shared understanding
Trust
Communication
VIRTUAL TEAMS
Best practices Not a lot of good research (Webster &
Staples, 2008) Good for exchange of information, not for
more complex tasks such as decision-making
Periodic face-to-face meetings Begin with ftf to build cohesion, trust,
transactive memory Then virtual, with periodic ftf to maintain
cohesion and for complex tasks Use rich media, mixed with lean
VIRTUAL TEAMS
Key factors in success
Effective use of information technology Periodic face-to-face meetings IT resources and training Virtual team training (Nemiro et al.,
2008) Effective supervision—transformational
or process facilitators
BUILDING EFFECTIVE TEAMS Intrinsically interesting tasks Individuals should feel an important part of
team Contributions are indispensable, unique and
evaluated against a standard Clear goals and built-in performance
feedback
ENHANCING TEAMWORKZAJAC AND SALAS (2013)
Overcome barriers to intra- and inter-team coordination
Manage team composition Organizational support, realistic goals, fair
evaluations Virtual teams are may require special
accomodation