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MAKING TEAMS WORK IN THIS COURSE

In this course, team members explore team effectiveness by regularly addressing key questions outlined in the Structural, HR, Political, and Symbolic frames. They focus on defining group goals, organizing tasks, managing relationships, avoiding conflicts, establishing trust, and creating a cohesive team identity. The course emphasizes shared values, effective communication, mutual respect, and leveraging individual strengths to achieve collective success.

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MAKING TEAMS WORK IN THIS COURSE

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  1. MAKING TEAMS WORK IN THIS COURSE Team Effectiveness Is Enhanced to the Extent Team Members Explicitly and Regularly Try to Answer the Following Questions from the Four Frames:

  2. MAKING TEAMS WORKFROM THE STRUCTURAL FRAME WHAT DO WE WANT TO ACCOMPLISH AS A GROUP? • Shared outputs and standards Do we all agree where we want to go? Can we agree to quality standards (e.g., grades wanted; extent of preparation for class, time commitments and willingness to devote to tasks etc.)? HOW CAN WE ORGANIZE OURSELVES TO MEETS GOALS? • Division of labor: How will we differentiate tasks and divide up the work? • Equity: Who keeps things in balance if there are feelings of inequity about work loads? • Doing business: What are our operational norms, e.g., meeting norms, timeliness, communication, returning phone messages, consideration for others, and comfort levels dealing with conflicts, etc.? • Boundary spanning: Who is our boundary spanner? Who will maintain liaison with the Prof. on group projects? How do we maintain linkages to the others groups in the class? How can we learn from them or use their special expertise or insights? HOW WILL WE OPERATE? • Our agenda setting Who sets it? • Decision making methodology. How will we decide to decide? Do we all agree about what consensus means? • Use of technology. Are we all up on email? What benchmark competencies must we all have?

  3. MAKING TEAMS WORKFROM THE HR FRAME WHO ARE WE IN RELATIONSHIP TO EACH OTHER? • Individual and group strengths and weaknesses. How do we use each other’s competencies? How can we “teach” and learn from each other? How do we rely upon each other’s strengths and deal with each other’s weaknesses? • Expectations, needs, and wants. What are we individually willing to give to the group in turn for what we expect to gain from team membership? What do I do when I believe I am giving more than I receive? What do we do when we believe we are carrying an unmotivated, busy, or weak group member? • Intimacy and Trust. How close do we want to become? • Unwritten rules. What are the implicit norms we want to guide us? How will we enforce these norms?

  4. MAKING TEAMS WORKFROM THE POLITICAL FRAME • How do we avoid conflict over control issues? • What do we do to prevent coalitions? • How do we anticipate and/or what do we do about enduring differences among members in values, beliefs, information, interests, and perceptions of reality? • What will happen when we disagree about scare resources? For example: • Different attitudes about time availability? • Special talents that one person may have over another? • What do we do with disagreements?

  5. MAKING TEAMS WORKFROM THE SYMBOLIC FRAME • What is most meaningful about us as a group? Do we agree? • How do we think/feel about ourselves as a group? • What do we call ourselves? How would we talk to others about who we are? • What do we do with paradox and ambiguity? • What do we do with intuition? • Can we be playful and have fun? • What about intimacy? • Is there a metaphor that best describes who we are?

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