Leading Teams and Groups in Crisis PDF

Leading Teams and Groups/in Crisis Outline: Teams and Groups Explained Classification of Team and Group Why do people join Groups Group Dynamics Stages of Team Development Factors affecting Group Effectiveness Team Formation Leading Successful Teams How to lead a Virtual Team Le...

Leading Teams and Groups/in Crisis Outline: Teams and Groups Explained Classification of Team and Group Why do people join Groups Group Dynamics Stages of Team Development Factors affecting Group Effectiveness Team Formation Leading Successful Teams How to lead a Virtual Team Leading in Crisis  Group vs. Team Group Two or more freely interacting people with shared: Norms Goals Common identity Team Small group with complimentary skills who hold themselves mutually accountable for common: Purpose Goals Approach  Classification of Groups Command Group: A group composed of individuals who report directly to a given manager. Task Group: Those working together to complete a job or task. Interest Group: Those working together to attain a specific objective with which each is concerned. Friendship Group: Those brought together because they share one or more common characteristics.  Types of Groups Formal Groups: A designated work group defined by the organization’s structure. 1. Command Group 2. Task Group Informal Groups: A group that is neither formally structured nor organizationally determined but appears in response to the needs for social contact. 1. Interest Group 2. Friendship Group  Why do People join Groups 1. Security 2. Status 3. Self-esteem 4. Affiliation 5. Power 6. Goal Achievement  Group Dynamics Group size: Affects how a group performs Normally, keep group small (2 to 9 members) Small groups interact better and tend to be more motivated Use large groups when more resources are needed Division of labour is possible with large group Group Tasks: Impact how a group interacts Task interdependence shows how work of one member impacts another. As interdependence rises, members work closer together  Group Dynamics Groupthink It is a psychological phenomenon that occurs within a group of people in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome.  Group Size Advantage of small groups Interact more with each other and easy to coordinate efforts More motivated, satisfied, and committed Easy to share information Better able to see the importance of personal contributions More resources at their disposal to achieve group goals  Group Size Disadvantages of large groups Problem of communication and coordination Lower level of motivation Members might not think their efforts are really needed Social loafing Group think Suffocates innovation  Group Size Social Loafing The tendency for individuals to spend less effort when working collectively than when working individually. Other conclusions; Odd number groups do better than even groups Groups of 7 or 9 perform better overall than larger or smaller groups.  Group Task Group tasks impact how a group interacts. Task interdependence shows how the work of one member impacts another. As interdependence rises, members must work more closely together.  Groups Development Stages Groups move through stages, they can stop at a stage, or move back down through the stages. Each stage is characterized with its own problems. The faster they move through the stages the better. It includes: 1. Forming-Ice-breaking 2. Storming-Testing 3. Norming-Bonding 4. Performing-Completing goals 5. Adjourning-Parting Groups Development Stages  Stage One-Forming The first stage is characterized by much uncertainty: Group is brought together and orientation occurs They become aware of friendships, task objective Amount of information and commitment and acceptance of organizational goals is important Anxiety about the group, the task, and performance capability Group efficacy-belief in groups ability  Stage Two-Storming The second stage is characterized by intragroup conflict Competition or tense behaviours regarding roles and objectives conflict Dominant members emerge Spreading conflict can lead to frustration and anger Conflict resolution is necessary to move on Some conflicts can be beneficial  Stage Three-Norming The third stage is characterized by close relationships and cohesiveness Members begin to feel positive about the group and what it is supposed to do Group begins to feel togetherness Roles are set Rules and norms are set and enforced by members  Stage Four-Performing In this stage, group is fully functional Members have come to trust and accept each other Members comfortable in presenting ideas Team is focused on task, committed to the mission The group begins to do its real work  Stage Five-Adjourning The final stage in group development is characterized by concern with wrapping up activities rather than performance For temporary (task force) teams Terminating task behaviours Disengaging from relationship Recognition for performance and give closure Turnover of members rather than adjournment  Factors affecting Group Effectiveness Task and maintenance roles Structure Process Diversity Creativity  Team Formation A group becomes a team when there is; Shared leadership Individual and collective accountability Shared purpose or mission Routine problem solving Effectiveness defined by collective outcomes  Types of Work Team Advice team-(help broaden information base for managerial decisions) Production team-(perform day-to-day operations) Project team-(apply specialized knowledge for creative problem solving) Action team-(collection of highly-coordinated specialists who display peak performance on demand)  Managing A Virtual Team Start with face-to-face Establish regular times for interaction Set firm rules for communication Use visual forms of communication where possible Offer feedback consistently Team members evaluate each other Provide a virtual meeting room via intranet Be available to employees, but do not wait for them to seek you out Encourage informal, off-line conversations between team members Characteristics of an Effective Team Clear purpose Informality Participation Listening Civilized disagreement Consensus decisions Open communication Characteristics of an Effective Team Clear roles and work assignments Clear values, norms, identity Shared leadership Self-assessment  Why Do Teams Fail ? Mistakes Made by Management: Weak strategies and poor business practices. Hostile environment for teams Teams adopted as a quick-fix with no long-term commitment. Unchanged bad habits Vague or conflicting team assignments Inadequate team skills training Poor staffing of teams Lack of trust  Why Do Teams Fail? Potential Problems Within Teams: Unrealistic expectations Conflict over differences in work styles Emphasis on results only, not on processes Lack of persistence, overcoming obstacles Resistance to change Poor interpersonal/team skills Poor member fit Lack of trust Power struggles  Managing Groups and Teams for high Performance Reducing social loafing: Make individual efforts identifiable and accountable. Emphasize the valuable contributions of individual members. Keep group size at an appropriate level.  Managing Groups and Teams for high Performance Motivate Group members to achieve organizational goals: Members should benefit when the group performs well Rewards can be monetary or in other forms such as special recognition. Individual compensation is a combination of both individual and group performance. Make additional resources (beyond compensation) such as choice assignments available to high-performance groups  Leading in Crisis What Is Crisis? Specific, unexpected, and non-routine event or series of events that create high levels of uncertainty and threat or perceived threat to an organisation’s high priority goals. (Seeger et al.1998, p. 233). The substance of one’s true leadership is tested during crisis. How to lead in crisis: 1. Keep your focus and do not get scared 2. Communicate openly and often 3. Provide context and perspective 4. Set the tone 5. Be visible 6. Keep up company culture 7. Redefine your new normal THANK YOU  Practice Question Discuss five (5) pitfalls your team would have to be mindful of if you are to succeed in a given assignment. Use relevant examples to support your points.