Team Effectiveness Criteria

1. Team Effectiveness Criteria 1. Does the team�s output meet the standards of those who have to use that output? 2. Does the team experience enhance the capability of the members to work together in the future? 3. Does the team experience contribute to the personal well-being and development of the members? 1. Teams are typically implemented for a purpose, and to be effective they must achieve that purpose 2. Most teams within organizations work together for an extended period, so it is important that it be able to hold itself together THESE CRITERIA ARE OFTEN NOT MET!!1. Teams are typically implemented for a purpose, and to be effective they must achieve that purpose 2. Most teams within organizations work together for an extended period, so it is important that it be able to hold itself together THESE CRITERIA ARE OFTEN NOT MET!!

2. Potential Advantages of Using Teams for Problem Solving Greater Range and Diversity of Information and Ideas Better Memory and Error Detection Potential for Synergistic Problem Solving (where solution is superior to the ideas of any one individual) Greater Buy-in which May Facilitate Decision Implementation Several reasons why teams are being used so much in orgs. Organizations so complex that often impossible for one individual to have all information needed to make good decisions Teams almost always better than individuals for solving complex problems and for coming up with creative solutions Teams are often critical for getting �buy-in� Several reasons why teams are being used so much in orgs. Organizations so complex that often impossible for one individual to have all information needed to make good decisions Teams almost always better than individuals for solving complex problems and for coming up with creative solutions Teams are often critical for getting �buy-in�

3. Potential Disadvantages of Using Teams Process can be time consuming Personal or political agendas Domination by one or more members Diffusion of responsibility Conformity pressures and/or Groupthink Dysfunctional conflict Dysfunctional roles Teams almost always take longer than individuals Domination -- esp. common in orgs. due to power imbalances Individuals tend to feel less responsible for the outcome of a team decision - put in less effort - more likely to adopt an extreme position Individuals often reluctant to express views contrary to the prevailing sentiment In orgs, they may do this for political reasons Conflict can be positive or negative Teams almost always take longer than individuals Domination -- esp. common in orgs. due to power imbalances Individuals tend to feel less responsible for the outcome of a team decision - put in less effort - more likely to adopt an extreme position Individuals often reluctant to express views contrary to the prevailing sentiment In orgs, they may do this for political reasons Conflict can be positive or negative

4. Factors Affecting Team Effectiveness 1. Context: Rewards, culture, deadline, resources, space, rules 2. Resources: Abilities, personalities, motivation, backgrounds 3. Structure: Size, diversity, cohesiveness, roles, norms THESE DEFINE POTENTIAL EFFECTIVENESS Whether realized depends on process (e.g. basketball team) 4. Process: how members put their resources into action and work together CAN HAVE EITHER POSITIVE OR NEGATIVE EFFECTS 5. Task = nature of work (different structures/processes for different tasks1. Context: Rewards, culture, deadline, resources, space, rules 2. Resources: Abilities, personalities, motivation, backgrounds 3. Structure: Size, diversity, cohesiveness, roles, norms THESE DEFINE POTENTIAL EFFECTIVENESS Whether realized depends on process (e.g. basketball team) 4. Process: how members put their resources into action and work together CAN HAVE EITHER POSITIVE OR NEGATIVE EFFECTS 5. Task = nature of work (different structures/processes for different tasks

5. A Team�s Actual Performance Does Not Always Equal its Potential Performance

6. Designing & Managing a Team Setting and communicating the agenda Determining the type of teamwork needed Choosing the right mix of people Shaping the team�s culture Coaching the team and providing feedback Managing the team�s boundaries Teams almost always take longer than individuals Domination -- esp. common in orgs. due to power imbalances Individuals tend to feel less responsible for the outcome of a team decision - put in less effort - more likely to adopt an extreme position Individuals often reluctant to express views contrary to the prevailing sentiment In orgs, they may do this for political reasons Conflict can be positive or negative Teams almost always take longer than individuals Domination -- esp. common in orgs. due to power imbalances Individuals tend to feel less responsible for the outcome of a team decision - put in less effort - more likely to adopt an extreme position Individuals often reluctant to express views contrary to the prevailing sentiment In orgs, they may do this for political reasons Conflict can be positive or negative

7. Common Characteristics of Effective Teams Agreed-Upon Goals and Clear Group Identity Shared Responsibility and Accountability Open and Two-Way Communication Participative Leadership and Decision Making Encouragement and Acceptance of Dissent Explicit Attention to and Management of Process Flexible Procedures and Use of Resources Ways to encourage �dissent:� Devil�s advocate Brainstorming Nominal Group Technique Electronic Meeting Ways to encourage �dissent:� Devil�s advocate Brainstorming Nominal Group Technique Electronic Meeting

8. Groups.ppt 8 Essential Group Process Skills Interpersonal Skills Establish shared goals & commitment Active listening & open communication Establish equal power and influence Encourage and support participation Resolve conflict Decision Making Skills Identify problem/issue Select decision criteria Develop alternatives Analyze alternatives Select alternative Implement decision Evaluate decision effectiveness over time

9. Groups.ppt 9 Common Pitfalls in Managing Teams Calling it a team but managing it as a set of individuals Not finding the right balance between assigning and withholding authority Providing inadequate structure and/or support Assuming team members possess the necessary teamwork skills, and hence not providing adequate process coaching Believing that agreement is good, disagreement bad

10. Strategies For Avoiding Groupthink Leader should assign role of critical evaluator to everyone. Leader should not state his/her preference or point of view early on in the discussion. Have subgroups independently develop solutions, then compare. Assign one person the role of devil�s advocate. Hold �second chance� meetings: allow people to express any doubts they have after having had a chance to think about it. Ensure the team is diverse with respect to backgrounds and perspectives.

11. Keeping a Team Small Advantages Easier coordination More input from members High motivation and commitment Less diffusion of responsibility and social loafing More satisfied members Disadvantages Less resources at the team�s disposal (ideas, perspectives, labor) Less potential for division of labor

12. PROS: Increases creativity: - Wider range of perspectives - Less �groupthink� Prompts efforts to understand others� values and ideas Creativity can lead to: - Better problem definition - More alternatives - Better solutions - Better decisions Teams can become more efficient, effective, innovative, productive CONS: Leads to low cohesion, mistrust, stereotyping Can create factions or cliques, and power struggles Slows down team dynamics: - Translation problems - Disagreement on content - Counterproductive behavior Conflict leads to inability to: - Validate ideas - Gain consensus - Take concerted action Teams can become less efficient, effective, productive

13. When is Diversity Most Likely to be an Asset? When need for creativity and debate is greater than need for cohesion or agreement For complex tasks that require specialized roles During idea generation and problem analysis stages When despite diversity, members share a common goal and some common values When the diversity is openly recognized and actively managed

14. Managing Diversity Effectively Selective training. Recognize similarities & differences. Audit members� abilities and assign roles & tasks accordingly Establish and maintain focus on superordinate team goals Foster mutual respect, equal power, and equal participation Identify conflict and use appropriate resolution tactics Encourage open communication & build relationships between subgroups Provide group-based rewards for teams that use diversity effectively Provide a clear vision for the role of diversity & back it up with action: Create diverse teams for high profile jobs. Make expectations for behavior clear. Make performance evaluations and rewards contingent on fulfilling these expectations. Recognize team achievements. Publicly sanction actions that discourage diverse or dissenting ideas.

17. Groups.ppt 17

18. Groups.ppt 18 The Changing Nature of Work Little guaranteed job security Increasing mobility Employees as �free agents� Increasing reliance on contingent, temporary or part-time workers �Portfolio� careers based around projects rather than positions Many employees working outside of traditional office arrangements (telecommuting, etc.)

19. Groups.ppt 19 Advantages of New Model For Employees Encourages skill development and career self-mgmt. Greater flexibility in terms of work arrangements Continual new opportunities Many companies are offering great jobs with great amenities to attract and retain people For Organizations Greater flexibility A workforce that is better trained and cutting-edge Lower fixed labor rates (although this is debatable) Increased ability to concentrate on core competencies

20. Groups.ppt 20 Disadvantages of New Model For Employees Job insecurity, uncertainty, stress Fewer benefits, sometimes lower paying jobs Pressure to maintain skills and fear of obsolescence For Organizations Risk of losing most valuable employees Less loyal and more self-interested workforce Harder to monitor and motivate employees Higher turnover may affect customer service, organizational learning, long-term thinking, costs