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Team work & Team building
To understand the basic concepts and ideas of team work and team building. team work and team building.
To appreciate the strengths and difficulties of working as a team.
To learn the basics of promoting team work in the organization.
Types of TeamsTypes of Teams
Formal versus informalFormal versus informal Mechanical versus organicMechanical versus organic Inter-team versus intra-teamInter-team versus intra-team Inter-agency versus intra-agencyInter-agency versus intra-agency Same discipline versus different disciplinesSame discipline versus different disciplines User-involved versus user-ledUser-involved versus user-led
Synergy of Teams
Synergy: the creation of a whole that is greater than the sum of its parts.
Usefulness of synergy includes:– increasing resources for problem solvingincreasing resources for problem solving– improving quality of decision makingimproving quality of decision making– enhancing members’ commitments to tasksenhancing members’ commitments to tasks– fostering creativity and innovationfostering creativity and innovation– satisfying individual needs for growthsatisfying individual needs for growth
Task Activities of a Team
Initiating Information sharing
Summarizing Elaborating
Opinion giving Distributed leadership
Maintenance Activities of a Team
GatekeepingGatekeeping EncouragingEncouraging HarmonizingHarmonizing Reducing tensionReducing tension NormingNorming Self-managingSelf-managing
Avoidance of disruptive activities or behavior
Being aggressiveBeing aggressive BlockingBlocking
Self-confessingSelf-confessing Seeking sympathySeeking sympathy
CompetingCompeting WithdrawalWithdrawal
Seeking recognitionSeeking recognition
Obstacles to Team Work
Personality conflictsPersonality conflicts: Individual differences in personality and work style may disrupt the group.
Task ambiguityTask ambiguity: Unclear agendas and ill-defined problems.
Free ridingFree riding: Diffusion of individual efforts and responsibilities.
Poor readiness to workPoor readiness to work: Wasting of time in unprepared meetings
Characteristics of High Performance Teams A clear and elevating goal A task-driven, result-oriented structure Competent and committed members A collaborative climate External support, recognition and delegation Strong, principled and yet democratic
leadership
Team cohesiveness versus performance norms Low productivity: strong commitments to
harmful norms Low to moderate productivity: weak
commitments to harmful norms High productivity: strong commitments to
supportive norms Moderate productivity: weak commitments
to supportive norms
Teamthink/Groupthink
Teamthink or Groupthink is the tendency for highly cohesive groups to lose their critical evaluative capabilities for undermining their weaknesses and promoting their strengths. Because of undesirable competition and disruption between teams, alienation will be resulted accordingly.
Symptoms of Groupthink
Illusions of group invulnerability Belief in inherent group morality Applying direct pressure to ‘deviants’ to conform
to group wishes Self-censorship by members Accepting consensus prematurely Protecting the team from hearing disturbing
viewpoints from outsiders
How to handle groupthink
Encourage a sharing of viewpointsEncourage a sharing of viewpoints Create subgroups to work on the same
problem and then share their proposed solutions
Assign one member to play a ‘devil’s Assign one member to play a ‘devil’s advocate’ role at each group meetingadvocate’ role at each group meeting
Review the decision after consensus is apparently achieved
Inputs of Team building
Organizational setting: resources, technology, structures, atmosphere
Nature of taskNature of task: clarity and complexity Group sizeGroup size: number of members Membership characteristics: abilities, values
and personalities User participationUser participation: primary versus secondary
users
Throughputs of team building
The way members interact and work The way members interact and work together to transform inputs into outputs.together to transform inputs into outputs.
The process through which ideas and The process through which ideas and contribution of team members are contribution of team members are recognized.recognized.
Outputs of team building
Accomplishment of desired outcomes as follows:
- task performance and productivity
- human resource maintenance and development
- prevention of disruptive groupthink and team alienation
Task Functions Information and opinion giver information and opinion seeker starter direction giver summariser co-ordinator diagnoser energiser reality tester evaluator
Task Needs
Defining the task Making a plan allocating work controlling work quality checking performance against the plan adjusting the plan
Maintenance Functions encourager of participation Harmoniser tension reliever communication helper evaluator of emotional climate process observer standard setter active listener trust builder interpersonal problem solver
Maintenance Needs
Setting standards maintaining discipline building team spirit encouraging, motivating, giving a sense of
purpose ensuring communication with the group training the group as a group
Self-oriented Behaviour
dominating blocking recognition seeking pairing up withdrawing playboying
Individual Needs
attending to personal problems encouraging individuals giving status recognising and using individual abilities training the individual