Chapter 08 Team Dynamics PDF

Chapter Eight: Team Dynamics © 2021 McGraw-Hill Limited. 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. ...

Chapter Eight: Team Dynamics © 2021 McGraw-Hill Limited. 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. Define teams and informal groups, and explain why employees join informal groups. 2. Discuss the benefits and limitations of teams. 3. Outline the team effectiveness model and discuss how task characteristics, team size, and team composition influence team effectiveness. 4. Discuss how the six team processes—team development, norms, roles, cohesion, trust, and mental models—influence team effectiveness. 5. Discuss the characteristics and factors required for the success of self-directed teams and remote teams. 6. Identify four constraints on team decision making and discuss ways to improve decision making and creativity in teams. © 2021 McGraw-Hill Limited. Slide 2  Teamwork in Canadian Finance Teamwork has become an integral part of working in the finance industry in Canada and globally. © 2021 McGraw-Hill Limited. Slide 3 ©Gorodenkoff/Shutterstock  What are Teams? 1. Groups of two or more 4. Mutual accountability. people. 5. Perceive themselves 2. Exist to fulfill a purpose. to be a team. 3. Interdependence and need for collaboration. © 2021 McGraw-Hill Limited. Slide 4 ©Gorodenkoff/Shutterstock  Types of Teams Permanence. Authority dispersion. How long the team exists. Decision making distributed throughout the team. Skill diversity. Team members have different skills and knowledge. © 2021 McGraw-Hill Limited. Slide 5 ©Gorodenkoff/Shutterstock  Informal Groups Groups that exist primarily for the benefit of their members. Reasons why informal groups exist: Innate drive to bond. Social identity. Goal accomplishment. Emotional support. Informal groups potentially benefit organizations. © 2021 McGraw-Hill Limited. Slide 6  Advantages and Challenges of Teams Advantages. 1. Better decisions, products. 2. Better information sharing and coordination. 3. Higher motivation due to team membership. Challenges. Individuals are better than teams for some tasks. Process losses. Social loafing. © 2021 McGraw-Hill Limited. Slide 7  Social Loafing Causes and Remedies Social loafing is more likely to occur: When individual performance is hidden, indistinguishable. Work has low motivation (boring or low task significance). Due to individual characteristics. When employees lack motivation to help team goals. Minimizing social loafing: Form smaller teams. Measure individual performance. Specialize tasks. Increase job enrichment. Increase mindfulness of team obligations. © 2021 McGraw-Hill Limited. Slide 8  Team Effectiveness Model EXHIBIT 8.2 Team Effectiveness Model © 2021 McGraw-Hill Limited. Slide 9 Access the text alternate for slide image.  Organization and Team Environment Communication systems. Organizational leadership. Organizational structure. Physical space. Reward systems. © 2021 McGraw-Hill Limited. Slide 10  Levels of Task Interdependence Exhibit 8.3 Levels of Task Interdependence © 2021 McGraw-Hill Limited. Slide 11 Access the text alternate for slide image.  Team Size Smaller teams are better because: Less process loss. Feel more engaged in teamwork. Faster team development. But team must be large enough to accomplish task. © 2021 McGraw-Hill Limited. Slide 12  Team Composition EXHIBIT 8.4 Five Cs of Effective Teamwork Behaviours © 2021 McGraw-Hill Limited. Slide 13 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.” © 2021 McGraw-Hill Limited. Slide 14 ©Danita Delimont/Alamy Stock Photo  Team Processes Cognitive and emotional dynamics of the team that continually change with the team’s ongoing evolution and development. Includes team development, norms, roles, cohesion, trust, mental models. Team development – heart of team processes – the other processes are embedded in team development. © 2021 McGraw-Hill Limited. Slide 15  Stages of Team Development EXHIBIT 8.5 Stages of Team Development © 2021 McGraw-Hill Limited. Slide 16  Team Norms Informal rules, shared expectations to regulate behaviour. Why teams have norms. Improve team performance/wellbeing. Improve predictability and conflict-avoidance with team members. Routinize behavior with minimal cognitive effort. Developing and changing team norms. Select team members with preferred values and past behaviour. State desired norms when forming teams. Ongoing coaching of norms to team members. Introduce team-based rewards that counter dysfunctional norms. Disband teams with dysfunctional norms. © 2021 McGraw-Hill Limited. Slide 17  Team Roles Set of behaviours that people are expected to repeatedly perform because they hold formal or informal positions in a team and organization. Roles versus norms. Both establish/reinforce behaviour. Roles apply to one/few people, norms to all members. Roles are acquired formally or informally. Types of roles: Taskwork roles – assist the team’s performance. Teamwork roles – support team development/dynamics. © 2021 McGraw-Hill Limited. Slide 18  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. © 2021 McGraw-Hill Limited. Slide 19  Team Mental Models Shared mental models — all team members hold similar images and expectations about the team. Complementary mental models — each member’s mental model is unique but compatible with others. Benefits of shared and complementary team mental models. Improves coordination. Supports belief that the team is a functioning social entity. Directory of the team’s diverse knowledge repository. © 2021 McGraw-Hill Limited. Slide 20  Team Building Formal activities to improve the team development processes. Types of team building: Goal setting. Problem-solving. Role clarification. Interpersonal relations. Team building can be effective under specific conditions. © 2021 McGraw-Hill Limited. Slide 21  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. © 2021 McGraw-Hill Limited. Slide 22  Team Decision-Making Constraints 1. Time constraints. 2. Evaluation apprehension. 3. Peer pressure to conform. 4. Overconfidence (inflated team efficacy). © 2021 McGraw-Hill Limited. Slide 23 ©Guerilla/Alamy Stock Photo  General Guidelines for Team Decisions 1. Checks/balances avoid individual dominance. 2. Maintain optimal team size. 3. Encourage team confidence but not overconfidence. 4. Team norms encourage critical thinking. 5. Support psychological safety. 6. Use team structures that encourage creativity. © 2021 McGraw-Hill Limited. Slide 24 ©Guerilla/Alamy Stock Photo  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 is successful in field studies and creative firms. Skilled facilitators, confident employees, psychological safety. Success is measured by the most creative idea, NOT number of ideas. Brainstorming limitations. Production blocking. Fixation/conformity effect. © 2021 McGraw-Hill Limited. Slide 25  Other Creative Team Structures Brainwriting: Brainstorming without conversation. Less production blocking than brainstorming. Electronic brainstorming: Brainwriting with technology. Reduces production blocking, evaluation apprehension, conformity. Nominal group technique: Brainwriting with verbal stage. © 2021 McGraw-Hill Limited. Slide 26