Teams in Organizations

1. Teams in Organizations

2. Shift in Focus Not just How do we satisfy group member needs? But How does the team meet the organization’s needs?

3. Ambassador Activities Managing upward • Lobby for resources • Market the team • Buffer from external battles Link team to the power structure

4. Shift in Focus Not just How do we organize so that team members can work together? But How do we organize so that the team can work with other parts of the organization?

5. Task Coordinator Activities Managing horizontally • Get feedback • Negotiate • Coordinate Link team to the work flow and structure

6. Shift in Focus Not just How do we understand group dynamics? But How do we understand the team’s interaction with its environment?

7. Scout Activities Managing horizontally • Scan the organization and the environment • Get information on market and technological trends Link team to the information structure

8. Team Strategies Toward the Environment • Ambassador • Researcher • Isolationist • Comprehensive

9. Team Performance Based on External Orientation

10. Patterns in Team-Environment Dynamics • Culture • Task definition • Performance definition • Control • Timing

11. X-Teams • High level of eXternal activity • EXtensive ties with outsiders • EXpandable tiers of membership • FleXible membership • Mechanisms for eXecution

12. Traditional Teams Internal focus – focus on cohesion Ties to other members – close ties & strong identity One tier – team vs. environment Stable membership – leader & members Mechanism for execution – coordination among members X-Teams External activity – combination internal and external Extensive ties – inside and outside team Expandable tiers – core, operational, outer net Flexible membership – movement in and out of team, across tiers Mechanism for execution – coordination among tiers X-Teams vs. Traditional Teams

13. Challenges in Cross-Functional Teams & Task Forces • Novel approach --> conflict, threat to status quo • Diverse membership--> difficulty creating common goals and smooth communication • Team members bring along departmental, divisional, or functional feuds • Sometimes temporary nature and lack of team rewards--> limits to team members’ commitment

14. Work Groups Strong, clearly focused leader Individual accountability Group’s purpose is same as the broader organization Individual work products Teams Shared leadership roles Individual & mutual accountability Specific team purposes, delivered by team Collective work products Differences Between Work Groups and Teams

15. Work Groups Run efficient meetings Measure effectiveness by group’s influence on others Discusses, decides, then delegates Teams Open-ended discussion and active problem-solving Measure performance by assessing collective work products Discusses, decides, and does real work together Differences Between Work Groups and Teams

16. Building Team Performance • Establish urgency, demanding performance standards, and direction • Select members for skill and for skill potential, not personality • Pay particular attention to first meetings and actions Source: Katzenbach & Smith, 1993

17. Building Team Performance • Set clear rules of behavior, especially with regard to: • Attendance • Discussion • Confidentiality • Analytic approach • End-product orientation • Constructive confrontation • Contributions

18. Building Team Performance • Set and seize upon a few immediate, performance-oriented tasks and goals • Challenge the group regularly with fresh facts and information • Spend lots of time together • Exploit the power of positive feedback, recognition, and reward

19. Take-Aways Think strategically about process • Anticipate events • Craft early actions carefully • Carry out effective boundary management • Keep political antennae up • Coordinate with others • Craft the culture • Monitor strategies with outsiders

20. Take-Aways Use your skills to manage process • Setting goals • Defining tasks • Structuring the team • Creating sub-groups • Defining operating procedures • Ensuring effective team process • Building in mechanisms for feedback & improvement Take responsibility for your own mistakes, and ask for help to manage the consequences

21. Team Management:Links to the Three Lenses Strategic Design External goal • Improve the flow of resources, work, and information into and out of the team Internal goal • Define the problem • Processes for solution identification, decision making, communication • Task responsibilities

22. Team Management:Links to the Three Lenses Political External goal • Identify key stakeholders and their interests, power, and influence • Negotiate and build coalitions with external stakeholders Internal goal • Address members’ interests • Create shared interest and goals

23. Team Management:Links to the Three Lenses Cultural External goal • Identify external expectations facing the team Internal goal • Develop shared model of what the team is doing • Create norms for communication, problem solving, respect • Grow team culture to promote success