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henry tam and the mgi team
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HENRY TAM AND THE MGI
TEAM
PROF LEENA CHATTERJEE
STRENGTHS OF MGI TEAM
• Diverse areas of expertise and skill
• High creativity and idea generation
• A good product
• Good connections
• Passion and initiative
EVALUATION OF THE TEAMS
PROCESS
• Ineffective decision making processes
Focused more on generating alternative solutions rather than identifying and defining the problem
Disagreement on who has the expertise about identifying relevant criteria
• Unhealthy conflict
Creative abrasion versus personal clashes
Difference in conflict between Sasha and Dana and Henry and Igor
Conflict avoidance by some members eg. Dav
CAUSE OF PROCESS PROBLEMS
• Team Composition: multiple differences among members combine to cause a fault line
Functional diversity: different styles of thinking, methods of time management, approaches to problem solving
Demographic diversity: differences in age, nationality and gender
Personality
Differences in prior relationships
CAUSE OF PROCESS PROBLEMS
• Unclear goals, roles and leadership
Winning the business plan competition
versus launching the business
successfully
Interns or business partners
Who was the leader
UNDERLYING ROOT CAUSE
• Impression formation processes
• Threats to identity
• Lack of interpersonal congruence
LEARNING OBJECTIVES
• Launching a team
Importance of kick-off meeting
Establishing shared goals, clear roles, agreed
on decision making procedures, ground rules,
leadership etc
• Managing diverse members
Have a shared understanding of each other’s
strengths and limitations
Instill norms for respecting and learning from
other’s differences
LEARNING OBJECTIVES
• Diagnosing team processes
Recognize and manage all stages of group decision making
Understand distinction between healthy task conflict and dysfunctional affective conflict
Manage “sub-groups” and dysfunctional “fault lines” that may develop
• Intervening to improve a dysfunctional team
Issues relating to changing and managing structure and norms
• Evaluating team effectiveness
Understand different criteria for evaluating team effectiveness