Organizational Behaviour: Teaming BUSI2101 (F20) PDF

BUSI2101 Organizational Behaviour Road Map Teaming Models of teamwork Roles & Team Development Culture & Climate Decision Making Communication on teams  Teams & Teaming What is a team? “a collection of individuals who are interdependent in their tasks, who share respon...

BUSI2101 Organizational Behaviour Road Map Teaming Models of teamwork Roles & Team Development Culture & Climate Decision Making Communication on teams  Teams & Teaming What is a team? “a collection of individuals who are interdependent in their tasks, who share responsibility for outcomes, who see themselves and who are seen by others as an intact social entity in one or more larger social systems (for example, business unit or corporation), and who manage their relationships across organizational boundaries" - Cohan & Bailey(1997) What is teaming? ▫ TEAMING IS A VERB. Managers need to stop thinking of teams as static groups of individuals who have ample time to practice interacting successfully and efficiently (Amy Edmondson, 2012). Today's businesses require teamwork skills that allow you to be on teams that band and disband by the minute, requiring a more dynamic approach to how teams develop and preform. When do we need teaming? ▫ Can the work be done better by more than one person? ▫ Is the task uncertain, complex, dynamic, or large in scope ? ▫ Does work create a common purpose or set of goals for the members? ▫ Are members of the team interdependent? Types of teams See page 267 Team Boundaries Defining teams based on their relationship with their environment (internal and external to the organization) Internal vs. External ▫ Occupational, hierarchical, cultural Cross functional teams Multi-Team Systems Ability to manage the boundaries ▫ Team reputation & support Types of Teams 1. Problem-Solving Teams 2. Self-Managed Teams 3. Cross-Functional Teams 4. Virtual Teams 5. Top Management teams 6. Change teams 7. Multi-National teams 8. Action Teams Team Effectiveness – IPOI Model Team Effectiveness Criteria ▫ Output (performance) ▫ Social processes (viability) ▫ Learning (satisfaction) An excellent resource for understanding team effectiveness: ▫ Mathieu, J., Maynard, T., Rapp, T. & Gilson, L. (2008). Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future, Journal of Management, 34(3), 410-476. Consolidated Model Organizational Context Task Design Complex Interdependence Team Identity Training and Support Resources Organizational Culture Technology Team Competition Simultaneous Tasks Sequential Tasks Current Task Processes Inputs Boundary Management Team Effectiveness Team Size Team Effort Team Performance Leadership Performance Strategies (Objective Organizational Knowledge and Interpersonal Interactions evaluation) Skills Communication Team Satisfaction Team Experience Team Roles (Team Member rating) Emergent States Team Viability Resiliency (Manager Evaluation) Trust Team Conflict Team Efficacy Team Cohesion Task Commitment Team Effectiveness – Role Theory Team Role: a set of expected behaviours of a person in a given position in a social unit Belbin (1993) ▫ Implementer ▫ Coordinator ▫ Shaper ▫ Plant ▫ Resource Investigator ▫ Monitor Evaluator ▫ Team Worker ▫ Completer/Finisher ▫ Specialist Team Effectiveness – Role Theory Role Conflict _______________________________ Role Ambiguity ______________________________ Role Overload ______________________________ Role Underload _______________________________ Team Norms Acceptable standards of behaviour within a team that are shared by the group’s members. How do norms develop? 1. ____________________________ 2. ____________________________ 3. ____________________________ 4. _____________________________ Types of Norms ▫ Performance, Appearance, Social, Resources, Conformity: adjusting one’s behaviour to align with the norms of the team A norm is more likely to be enforced if: 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________ Stages of Group Development The Punctuated-Equilibrium Model (High) Completion Phase 2 Performance First Meeting Transition Phase 1 (Low) A (A+B)/2 B Time Sense and Nonsense about Culture & Climate Team Culture Team Climate The way we do things How it feels Hard to change Easy to change Long term impact Short term impact Based on anthropology Based on psychology and sociology The personality of The mood of a team team Eg. Team roles Eg. Psychological safety Team climate is a cultural artifact resulting from espoused values and shared tacit assumptions of the group. 13 Diversity Impact of diverse groups ▫ Diversity in personality, age, gender, and experience promotes conflict, which stimulates creativity and idea generation, which leads to improved decision making. ▫ Cultural diversity in teams  Challenges: __________, __________, __________  Problems usually pass with time (certainly by three months).  Advantages:  Multiple perspectives  Greater openness to new ideas  Multiple interpretations  Increased creativity  Increased flexibility  Increased problem-solving skills Team Cohesion Definition “a dynamic process that is reflected in the tendency for a group to stick together and remain united in the pursuit of its instrumental objectives and/or for the satisfaction of member affective needs” (Carron et al., 1998, p. 213). ▫ Interpersonal cohesion(social) ▫ Task cohesion ▫ Group Pride ▫ Emotional cohesion Team Decision making procedures and Rules Rule Example Pros Cons Unanimous “We all need to agree on this, so let’s get to work” Majority-minority “lets vote. Whoever has the most votes wins”. voting Best member “Tom, you’ve been through all this before, you decide” Consensus seeking “let’s find a solution we all can live with” Random member “Sarah, it’s your turn to decide, we’re good with whatever you choose” Plop “I think we should appoint a chairperson”, ….silence… Self-authorized “I think we should go around the room and introduce agenda ourselves. Ok, I’ll go first…” Handclasp Ryan- “I think we should go around the room and introduce ourselves.” Tim(Ryan’s friend) “Ok. I’ll go first” Polling “Let’s see where everyone stands” Minority decision “Does anyone object?”, or “we are all good, right”. Satisficing “This one seems to meet our criteria, let’s move on” The Power of Teaming for Creativity Group Genius (Keith Sawyer, 2017) ▫ The individual genius and the lighting bolt creative idea are myths that can harm your organizations creativity. ▫ Creativity is a daily habit and comes from quality interaction Group Flow: the spontaneous collaboration of group creativity and improvisation actions. ▫ Ideal Conditions for Group Flow 1. Group Goal 2. Close Listening 3. Complete Concentration 4. Being in Control 5. Blending Egos 6. Equal participation 7. Knowing your teammates (familiarity) 8. Communication skill 9. Process orientation (move it forward) 10. The potential for failure Interactions matter!  Destructive Conflict: passive aggression discourages the sharing of ideas.  Constructive Conflict: active sharing of ideas moving toward a goal. Listen: The Second City Works Getting to Yes, And Podcast, Tapping Group Genius with Dr. Keith Sawyer  Psychological Safety Team Psychological Safety is defined as a shared belief that the team is safe for interpersonal risk taking. ▫ Makes tough feedback and difficult conversations possible. ▫ Helps combat groupthink. ▫ Image risks at work.  Being labeled as ignorant  Being labelled as incompetent  Being seen as negative  Being seen as disruptive. Very Very ……. ……. ……. Inaccurate Accurate 1. If you make a mistake on this team, it is often 1 2 3 4 5 6 7 held against you. 2. Members of this team are able to bring up 1 2 3 4 5 6 7 problems and tough issues. 3. People on this team sometimes reject others for 1 2 3 4 5 6 7 being different. 4. It is safe to take a risk on this team. 1 2 3 4 5 6 7 5. It is difficult to ask other members of this team 1 2 3 4 5 6 7 for help. 6. No one on this team would deliberately act in a 1 2 3 4 5 6 7 way that undermines my efforts. 7. Working with members of this team, my unique 1 2 3 4 5 6 7 skills and talents are valued The Benefits of Psychological Safety Encourages Speaking up High Comfort Learning Enables clarity of Zone Zone thought Psychological Mitigates failure Promotes innovation Safety Removes obstacles Apathy Anxiety Increases Zone Zone accountability Low Low Accountability High NASA Columbia Disaster January 17th, 2003 Shuttle Engineer Rodney Rocha reviews a video of the launch and notices a chunk of insulating foam that appeared to have fallen off the shuttle’s external tank and stuck its left wing. “Engineers were often told not to send messages much higher than their own rung in the ladder”. “I just couldn’t do it. I’m too low down… and she (mission Management Team Leader Linda Ham) is way up here (gestures)” NASA expression “it’s in family”. Great Documentary NASA Columbia Disaster Documentary Beware! Teams Aren’t Always the Answer Social Loafing – the tendency for some individuals to expend less effort when working collectively than when working individually. In these situations teamwork might not be the answer: ___________________________________ ___________________________________ ____________________________________ Self-Oriented behavior and how to be a great teammate Why do we get self-oriented behavior on teams? 1. Identity? 2. Control and Power 3. Goals 4. Acceptance and inticmacy Advice from research, teaching and coaching. Be Authentic ▫ who you are and what you can do Show Respect ▫ Culture, processes, people (everyone has the power to influence the outcome dramatically) Communicate ▫ Teams that engage perform better (Pentland, 2012) Develop skills that the team needs! ▫ This will earn you respect!