Team Dynamics Chapter 8 PDF

Because learning changes everything. ® CHAPTER EIGHT Team Dynamics Shutterstock/photobeps and Global Connections Icon: Shutterstock/Merfin © 2021 McGraw Hill. All rights reserved. Authorized only for instruct...

Because learning changes everything. ® CHAPTER EIGHT Team Dynamics Shutterstock/photobeps and Global Connections Icon: Shutterstock/Merfin © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Learning Objectives 1. Discuss the benefits and limitations of teams and explain why employees join informal groups. 2. Outline the team effectiveness model and discuss how task characteristics, team size, and team composition influence team effectiveness. 3. Discuss how the four team processes — team development, norms, cohesion, and trust — influence team effectiveness. 4. Discuss the characteristics and factors required for the success of self-directed teams and remote teams. 5. Identify four constraints on team decision making and discuss the advantages and disadvantages of four structures aimed at improving team decision making. © McGraw Hill  What are Teams? for achieving common goals 1. Groups of two or more 4. Mutual accountability people. interact & influence e/o influence each other. 2. Exist to fulfill a purpose. 5. Perceive themselves held together by their 3. Interdependence and to be a team. within an orgz need for collaboration. to achieve common goals © McGraw Hill PRESSLAB/Shutterstock  Types of Teams distinguished by 3 characteristics: Permanence. ▶ acc/mktg team Authority dispersion. How long the team exists. Distribution of decision- making throughout the team. Skill diversity. department, self-directed, task-force Variety of member skills and perm. H H L knowledge. skill div. LM MH MH authority L H M © McGraw Hill PRESSLAB/Shutterstock Groups: ▶ people assembled together Informal Groups ▶ Teams are subset of group Informal Groups Groups that exist primarily for the benefit of their members. Reasons why informal groups exist: Innate drive to bond. ▶ people are social animals Social identity. ▶ defined ourselves by group affiliations Goal accomplishment.▶ goal that couldn't be achieve alone Emotional support. ▶ comforted by presence of others Informal groups potentially benefit organizations. ▶ minimize employee stress ▶ foundation of social networks -- trust, shared info, influence © McGraw Hill  Advantages and Challenges of Teams Advantages. Better decisions, products. better products Better information sharing and coordination. effective work/task Higher motivation due to team membership. motivation forces: ▷ fulfills drive to bond -- motivated to belong to the group Challenges. ▷ accountable to team -- monitor e/o performance Process losses. ▷ co-workers are moving benchmark of perf comparison Social loafing. ▷ time consuming -- disagreement, mutual ▶ exert less effort understanding, negotiate roles when work in group ▷ when more people are added compared working alone © McGraw Hill  Social Loafing Causes and Remedies Social loafing is more likely to occur:▶ in larger team, single output When individual performance is hidden, indistinguishable. Work has low motivation. ▶ boring work, low task significance Due to individual characteristics.▶ low conscientiousness, agreeableness, collectivist When team dynamics undermine employee motivation. ▶ low social identity ▶ unfair workload Minimizing social loafing: ▶ belief of their work not affect team's success Form smaller teams.▶ indv work more Specialize tasks. noticeable Measure individual performance. Increase job enrichment.▶ task significance Increase awareness of social loafing and team obligations. ▶ emphasize employee commitment © McGraw Hill  Team Effectiveness Model to the extent that the group ▶ fulfill orgz purpose ▶ fulfill indv member needs ▶ able to survive Access the text alternate for slide image. © McGraw Hill  Organization and Team Environment Reward systems. ▶ for team performance Organizational structure. ▶ to discrete clusters teams Communication systems. Organizational leadership.▶ value team diversity Physical space. ▶ can make difference © McGraw Hill © Sam Edwards/OJO Images/Getty Images RF  Best Task Characteristics for Teams ▶ able to allocate task ▶ team member has different skill set Complex tasks divisible into specialized roles. Well-structured tasks. Low task variability. ▶ same task everyday High task analyzability. ▶ predictable work Higher task interdependence. ▶ share materials, info, expertise ▶ high; better = better communication & motivation ▶ 3 level: pooled, sequential, reciprocal © McGraw Hill © Sam Edwards/OJO Images/Getty Images RF  Levels of Task Interdependence lowest level ▶ share common resources ▶ one's output become input of other ▶ work output is exchange back and forth (medical team) Access the text alternate for slide image. © McGraw Hill  Team Size Smaller teams are better because: Less process loss. ▶ better coordination and resolve conflicts More engaged in the team. Faster team development. ▶ trust, know e/o better But team must be large enough to accomplish task. © McGraw Hill  Team Composition Team members must engage in task work and teamwork. have Motivation, Ability, Task work:Role perceptions (MARS) able to resolve Behaviors that disagreements complete the assigned tasks. Teamwork: maintain positive & 5Cs behaviors psychological state that support the team. © McGraw Hill Access the text alternate for slide image.  Team Composition: Diversity Team members have diverse knowledge, skills, perspectives, values, etc. Advantages: View problems/alternatives from different perspectives. Broader knowledge base. Better represent constituents. Disadvantages: Slower team development. Susceptible to “faultlines.” ▶ hypothetical dividing lines that may split a team into subgroups by features (ethnic, gender, etc) ▶ reduce motivation to communicate © McGraw Hill Arie Storm/Alamy Stock Photo  Stages of Team Development F ▶ period of testing/ orientation S Forming: ▶ expectations learned learn about each other; evaluate membership. N P Storming: ▶ try to establish norms A conflict; members proactive, compete for roles. Norming: ▶ cohesion (stick tgt) develop roles established; consensus around team objectives and team mental model. ▶ similar mental model/expectations Performing: ▶ become task-oriented efficient coordination; highly cooperative; high trust; commitment to team objectives; identify with the team. Adjourning: disbanding; shift from task to relationship focus. © McGraw Hill Team Development: Identities and Mental Models Two central processes in team development: 1. Develop team identification. 2. Develop team mental models and coordinating routines. © McGraw Hill PRESSLAB/Shutterstock  Team Development: Team Roles ▶▶ aexpected set of behaviors to repeatedly perform ▶ hold formal/ informal position Role characteristics: Expected and purposive behavior patterns. Have perceived value to the team and/or organization. Attached to one or more team members. May be acquired formally or informally. Types of roles: Informal role acquisition: Task-work roles. ▶coordinate, aid team's performance: critique, motivate ▶ attracted to role that suit their personality Team-work roles. ▶ shared, but eventually ▶ aid team member relationship: attributed to team member emotional support, maintain harmony © McGraw Hill  Team Building Formal activities to improve the team’s development and functioning. ▶ commonly for existing teams, due to loss of fcous Types of team building: 1. Goal setting. ▶ clarify team's goals & build motivation 2. Problem-solving. ▶ improve team's decision making 3. Role clarification. ▶ role definition & shared mental models 4. Interpersonal relations. ▶ learn about e/o, trust, conflict, social identity Team building can be effective under specific conditions. ▶ need to target specific team problem ▶ need to be continuous process (not one-shot) ▶ need to occur on-the-job (cannot be other than workplace) © McGraw Hill  Team Norms Informal rules, shared expectations to regulate behavior. ▶ apply only to behavior, not private thoughts/ feelings Norms develop through: Initial team experiences. Critical events in team’s history. Experience/values members bring to the team. Preventing/changing dysfunctional team norms. State desired norms when forming teams. Select members with preferred values. Discuss counter-productive norms. Introduce team-based rewards that counter dysfunctional norms. Disband teams with dysfunctional norms. © McGraw Hill  relationship yg rapat Team Cohesion The degree of attraction people feel toward the team and their motivation to remain members. Factors: Team cohesion is stronger/occurs faster with: Higher member similarity. ▶ quicker bonding Smaller team size. ▶ more cohesive, easy to agree on goals Regular/frequent member interaction. ▶ through higher task interdependence Somewhat difficult team entry (membership). Higher team success. More external competition/challenges. © McGraw Hill  Team Cohesion and Performance High cohesion teams usually perform better because: Motivated to maintain membership, achieve team objectives. Share information more frequently. Higher coworker satisfaction. Better social support (minimizes stress). Resolve conflict more swiftly and effectively. Cohesion increases performance when: Task interdependence is high. Team norms are consistent with organizational objectives. © McGraw Hill  Trust in Teams Positive expectations one person has toward another person or group in situations involving risk. Three levels of trust: Calculus-based (lowest). Knowledge-based. Identification-based (highest). Swift trust – initially a moderate or high level of trust in co-workers when people join a team. © McGraw Hill  Self-Directed Teams Self-directed teams defined: Cross-functional groups organized around work processes. Complete entire piece of work, requires interdependent tasks. Autonomy over task decisions. Success factors: 1. Responsible for entire work process. 2. High interdependence within the team. 3. Low interdependence with other teams. 4. Autonomy to organize and coordinate work. 5. Work site/technology support team communication/coordination and job enrichment. © McGraw Hill  Remote (Virtual/Distributed) Teams Team remoteness varies with: Geographic dispersion. Percentage of members who work apart. Percentage of time that members work apart. Remote team success factors: Members apply effective teamwork behaviors (5 Cs). Freedom to use a toolkit of communication channels. Fairly high task structure. Opportunities to meet face-to-face. © McGraw Hill  Team Decision-Making Constraints Time constraints. Production blocking, coordination. Evaluation apprehension. Self-presentation -- reluctance to mention crazy ideas. Peer pressure to conform. Suppresses dissenting opinions. Overconfidence (inflated team efficacy). Causes: self-enhancement, cohesion, external threats, mutually reinforcing beliefs. © McGraw Hill  General Guidelines for Team Decisions 1. Checks and balances so no one dominates. 2. Maintain optimal team size. 3. Encourage team confidence but be wary of overconfidence. 4. Team norms should encourage critical thinking. 5. Develop/maintain psychological safety. 6. Introduce team structures that encourage creativity. © McGraw Hill  Creative Team Structures: Brainstorming Four brainstorming rules: Speak freely. Don’t criticize others or their ideas. Provide as many ideas as possible. Build on others’ ideas. Brainstorming success in field studies and creative firms. Skilled facilitators, confident employees, psychological safety. Success is most creative idea, NOT number of ideas. Brainstorming limitations. Production blocking. Fixation/conformity effect. © McGraw Hill  Other Creative Team Structures Brainwriting: Brainstorming without conversation. Less production blocking than brainstorming. Electronic brainstorming: Brainwriting with technology. Low production blocking, evaluation apprehension, conformity. Nominal group technique: Brainwriting with verbal stage. © McGraw Hill