An Experiential Approach to Organization Development 7 th edition Chapter 10 Slide 1 Chapter 10 Team...

An Experiential Approach to Organization Development 7 th edition Chapter 10Slide 1

Chapter 10Chapter 10

Team Development

Interventions

An Experiential Approach to Organization Development 7 th edition

Chapter 10Slide 2

Learning Objectives

Identify how team development techniques fit

into OD program.

Recognize team problems and why teams

may not be operating at optimum capacity.

Understand and experience process of team

development.


Chapter 10Slide 3

North Dallas Forty

North Dallas Forty is book and movie.

Based on life of a Dallas Cowboys professional

football player.

Illustrates behind-the-scenes look at team effort

involved in running football play.


Chapter 10Slide 4

Organizing Around Teams

A team is a group of individuals:

• with complementary skills

• who depend upon one another to

accomplish common purpose

• for which they hold themselves mutually

accountable.


Chapter 10Slide 5

Teamwork

Teamwork is work done when members

subordinate personal prominence for team.

Many management theorists see team-based

organization as wave of future.


Chapter 10Slide 6

The Team Approach

Many organizations increase productivity by

implementing team-based programs.

Interdependence refers to situations where one

person’s performance contingent upon how

someone else performs.


Chapter 10Slide 7

Organizations Use Sport Teams As a Model

Baseball - pooled interdependence where team

member contributions somewhat independent

of one another.

Football - involves sequential interdependence.

Basketball - exhibits highest degree of

interdependence.


Chapter 10Slide 8

Major OD Technique Is Team Building

Team building and team development used

interchangeably.

Team building is where members of work group

examine goals and culture to improve ability

to work together.


Chapter 10Slide 9

Reasons for Using Team Development

Work group is basic unit of organization and

provides supportive change factor.

Operating problems of work groups often

sources of inefficiency.


Chapter 10Slide 10

OD in PracticeCup of Joe at Starbucks (part 1 of

2)

CEO Schultz has strong vision for Starbucks.

Starbucks mission statement includes “Provide

a great work environment and treat each

other with respect and dignity.”

Starbucks philosophy is “Leave no one behind.”


Chapter 10Slide 11

OD in Practice (part 2 of 2)

Employee surveys rank Starbucks ahead of

other companies.

Two reasons why people work for Starbucks:

“The opportunity to work with an enthusiastic

team.”

“To work in a place where I feel I have

value.”


Chapter 10Slide 12

Need for Team Development

Teams are primary unit in organization.

Two types of teams:

• Natural work team.

• Temporary task team.

Need for team development varies with

situation.


Chapter 10Slide 13

Three Categories Requiring Teams

Simple.

Complex.

Problem.


Chapter 10Slide 14

Figure 10.1Situation Determines Teamwork


Chapter 10Slide 15

Simple Situations

People working alone and no need to involve

others.

Little team development necessary.


Chapter 10Slide 16

Complex Situations

Information must be shared to complete task

but interaction not on deeply personal level.

Some team development necessary.


Chapter 10Slide 17

Problem Situations

Unusual and unprecedented situations having

impact outside individual’s scope of influence.

Requires team development approach.


Chapter 10Slide 18

Operating Problems of Teams (part 1 of 2)

Goals - groups lose purpose and direction.

Member needs - interpersonal differences.

Norms - lack of norms and acceptable behavior.

Homogeneous members - tend to produce

homogeneous ideas.


Chapter 10Slide 19

Operating Problems of Teams (part 2 of 2)

Decision making - authoritative decision

making.

Leadership - degree of power and control of

members inappropriate.

Size - number of members too small or too

large for effective interaction.


Chapter 10Slide 20

Figure 10.2Sources of Team Problems


Chapter 10Slide 21

Cohesiveness and Groupthink(part 1 of 2)

Cohesiveness refers to unity that members of

group have for one another.

A high degree of cohesiveness can result in

groupthink.


Chapter 10Slide 22

Cohesiveness and Groupthink(part 2 of 2)

Groupthink is deterioration of reality testing that

results from group pressures.

Likely to happen when agreement becomes

dominant force.

Groupthink tends to outweigh consideration of

alternatives.


Chapter 10Slide 23

Eight Characteristics of Groupthink

1. Illusion of

invulnerability.

2. Rationalization.

3. Illusion of morality.

4. Shared stereotypes.

5. Direct pressure.

6. Self-censorship.

7. Illusion of

unanimity.

8. Mind guards.


Chapter 10Slide 24

Purpose of Team Development

To integrate goals of individual and group with

goals of organization.

Team development one of most widely used

OD activities.


Chapter 10Slide 25

Team Development Involves:(part 1 of 2)

Identify objectives, set priorities.

Examine team performance.

Analyze group process.

Improve communications.


Chapter 10Slide 26

Team Development Involves:(part 2 of 2)

Improve problem-solving ability.

Increase cooperation.

Work more effectively with other teams.

Increase respect of other team members.


Chapter 10Slide 27

Two Types of Activities

Family group diagnostic meetings.

Aimed at identifying group problems.

Family group team-building meetings.

Aimed at improving team’s functioning.


Chapter 10Slide 28

Team Development MeetingHas Two Objectives

1. Task or work agenda of group.

2. Processes by which members work on the

task.


Chapter 10Slide 29

General Procedure of Training

Step 1: Initiate team development meeting.

Step 2: Set objectives.

Step 3: Collect data.

Step 4: Plan the meeting.

Step 5: Conduct the meeting.

Step 6: Evaluate team development process.


Chapter 10Slide 30

Our Changing World: Electronic Team Development (part 1 of 2)

Computers and Internet bring change to way

work is done.

Internet presents unique opportunities for

companies connected by computers.

IBM brings groups of more than 7,000 together

on the Internet.


Chapter 10Slide 31

Our Changing World (part 2 of 2)

The GE approach:

Worldwide program of suppliers and customers.

Goal is to improve information sharing.

The P&G approach:

Researchers worldwide meet on company Web.

Schedules meetings devoted to specific subject.


Chapter 10Slide 32

Outdoor Experiential Laboratory Training

Takes people who work together and places in

outdoor setting with experiential exercises.

Seems to hasten discussions surrounding

leadership styles and team work.

After exercise team discusses what they

learned and how it applies to work.


Chapter 10Slide 33

The Outdoor Lab Process

1. Assessment of team made prior to training.

2. Orientation meeting held with participants.

3. Exercises selected to fit abilities of team.

4. The team participates in exercises.

5. Team reflects on process.

6. Team follows with goal setting and plans.


Chapter 10Slide 34

Cautions When Using Outdoor Labs

Safety is major concern.

Participation is voluntary.

Participants should have fun and labs not

become too serious.


Chapter 10Slide 35

Role Negotiation As Team Development

Directed at work relationships among team

members.

Members discuss what they want from one

another and why.


Chapter 10Slide 36

Role Negotiations Includes:

1. Contract setting.

2. Issue diagnosis.

3. Role negotiation.

4. Written role negotiation agreement.


Chapter 10Slide 37

Role Analysis As Team Development

Designed to clarify roles of team members.

Role ambiguity - team member not fully

knowing what others expect.

Role conflict - difference between expectations

of team member and actual behavior.

Role analysis used to clarify role discrepancies.


Chapter 10Slide 38

Steps in Role Analysis

1. Role analysis.

2. Role incumbent expectations of others.

3. Others expectations of role incumbent.

4. Role profile.

Above steps are followed until each member

completes role profile.

Role profiles are periodically reviewed.


Chapter 10Slide 39

KEY WORDS AND CONCEPTS

Group cohesiveness - attractiveness group

has for its members.

Groupthink - describes the problems of group

cohesiveness.

Interdependence - person’s performance

contingent upon how someone else performs.


Chapter 10Slide 40

Natural work team - people coming together

because of the related jobs.

Outdoor experiential laboratory training -

people who work together placed in outdoor

setting and allowed to experiment with

leadership styles and teamwork.

Role ambiguity - role incumbent unaware of

expectations by others.


Chapter 10Slide 41

Role analysis technique - team development

method for clarifying role expectations.

Role conflict - discrepancy between role

conception and others’ expectations.

Role negotiation - team building technique

involved at negotiations between participants.


Chapter 10Slide 42

Team - group of individuals who depend on

one another to accomplish objective.

Team building - work group examines goals,

structure, procedures, culture, and norms to

improve ability to work together.

Team development – also called team

building.


Chapter 10Slide 43

Teamwork - work done by members

subordinating personal prominence for good

of team.

Temporary task team - groups meeting for

limited time to work on problem.


Chapter 10Slide 44

Preparations for Next Chapter

Read Chapter 11.

Prepare for OD Skills Simulation 11.1.

Read and analyze Case: The Exley Chemical

Company.

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