Developing and leading effective teams
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Transcript of Developing and leading effective teams
Chapter 11
Developing and Leading Effective Teams
Group V : Elisabeth M Mulyadi Rery Indra K Ronggo S
Learning Objectives
1. Explain how a work group becomes a team
2. Identify and describe four types of work teams
3. Explain the model of effective work teams, and specify the two criteria of team effectiveness
4. Identify five teamwork competencies team members need to possess
5. Discuss why teams fail
Learning Objectives
6. List at least four things managers can do to build trust
7. Distinguish two types of group cohesiveness, and summarize cohesiveness research findings
8. Define virtual teams and self-managed teams
9. Describe high-performance teams and discuss team leadership
Teams
Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach
Work Group becomes a Team
1) Leadership becomes a shared activity
2) Accountability shifts from strictly individual to both individual and collective
3) The group develops its own purpose or mission
4) Problem solving becomes a way of life, not a part-time activity
5) Effectiveness is measured by the group’s collective outcomes and products
Teamwork Competencies
Orients Team to Problem-solving Situation
Organizes and Manages Team Performance
Promotes a Positive Team Environment
Facilitates and Manages Task Conflict
Appropriately Promotes Perspective
Effective Teamwork Requires:
Cooperation rather than competition
◦ Within teams
◦ Among teams within organizations
Trust reciprocal faith in others’ intentions and behavior
Cohesiveness a sense of “we-ness”, strength of team members’ desires to remain a part of the team
Interpersonal Trust Involves a Cognitive Leap
Firsthand knowledge of other person’s reliability and
integrity
Distrust Trust
Cognitive leap
Faith in the other person’s good intentions
Assumption that other person will behave as desired
What can you do to build trust?
Cohesiveness
A sense of “we-ness” helps the group stick together
Socio-emotional cohesiveness
◦ Sense of togetherness based on emotional satisfaction
Instrumental cohesiveness
◦ Sense of togetherness based on mutual dependency needed to get the job done
How to Manage Virtual Teams
Establish regular times for group interaction
Set up firm rules for communication
Use visual forms of communication where possible
Emulate the attributes of co-located teams
Give and receive feedback and offer assistance on a regular basis
Agree on standard technology so all team members can work together easily
How to Manage Virtual Teams
Consider using 360-degree feedback to better understand and evaluate team members
Provide a virtual meeting room via intranet, web site, or bulletin board
Note which employees effectively use e-mail to build team rapport
Smooth the way for an employee’s next assignment if membership on the team, or the team itself is not permanent
Be available to employees, but don’t wait for them to seek you out
Encourage informal, off-line conversations between team members
Attributes of High Performance Teams
1) Participative leadership
2) Shared responsibility
3) Aligned on purpose
4) High communication
5) Future focused
6) Focused on task
7) Creative talents
8) Rapid response
Self-Management Leadership Behaviors
1) Encourages self-reinforcement
2) Encourages self-observation/evaluation
3) Encourages self-expectations
4) Encourages self-goal-setting
5) Encourages rehearsal
6) Encourages self-criticism
Recent Research on Trust
Schweitzer, Hershey, and Bradlow (2006) – conducted laboratory study and found…..
◦ When trust is broken by untrustworthy actions, it can be restored through consistent trustworthy actions
◦ A promise to act in a trustworthy way helps facilitate the regaining of trust
◦ Deception does serious long-term damage to trust and makes it very difficult to restore, even when followed by trustworthy actions
How to Build Trust
What can you do to build trust?
◦ Communicate
◦ Support
◦ Respect
◦ Fair
◦ Predictable
◦ Competent
Groups & Teams Team - Small group with
complementary skills who hold themselves mutually accountable for common purpose, goals, and approach
Group - two or more freely interacting individuals, collective norms, collective goals, common identity
Groups Vs. Teams
Group Team
Goal Share information Collective performance
Synergy Neutral (sometimes negative)
Positive
Accountability Individual Individual and mutual
Skills Random and Varied Complementary
A Winning Team
Tennessee Volunteers win NCAA Women’s Basketball Title – April 2007
Source: Summitt, Vols on Top again, Patrick, D. USA Today 4/4/07 pp. 1C-2C
Panel Urges Focus on Teamwork
0
5
10
15
20
25
30
35
40
45
Teamwork Critical Thinking Oral/Written
Communication
Employers
Recent Graduates
Tips for Working on Virtual Teams
Meet face-to-face to start a project and for major milestones
Assume positive intent
◦ If an e-mail's tone sounds off-putting, withhold judgment until you learn more or talk to them directly via phone
Engage in positive predictable behavior
◦ Honor commitments, attend meetings on time, don’t send terse emails
Tips for Working on Virtual Teams
Respect
◦ Ensure everyone feel they have a voice on the team.
Be in the moment
◦ Pay attention to the meeting you are in – no cell phones, checking e-mail, etc.
Contribution
◦ Everyone should be clear what they should do to contribute to the team’s goals.
Which Teams are More Productive?
Small Teams Big Teams
82% 16%
Decide by Consensus One Strong Decision-Maker
81% 17%
People Differ from One Another People are Similar to One Another
48% 47%
Leaders Building Trust
Give people reasons to trust one another instead of reasons to watch their backs
Refuse to reward successes that are built on untrusting behavior
Display trust and trustworthiness in their own actions; personally and on company’s behalf
Building Trust in Traditional & Virtual Teams
Nonwork-related communication
Reduction of task and technological uncertainty
Team members who demonstrate initiative
Team leaders who communicate in a predictable manner
Timely and meaningful response to problems and issues
Positive and enthusiastic leadership
Ability to shift focus from procedures to tasks
Crises handled as “business as usual”
Thank You
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