12 teams when the work to be done is difficult, complicated, and important—such as building a...
TRANSCRIPT
![Page 1: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/1.jpg)
12Teams
When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac surgery—people turn to teams. When a group becomes a true team, it is transformed into a complex, adaptive, dynamic task-performing system. Teams are groups, but not all groups are teams.
Are teams groups?
How does the team’s composition influence effectiveness?
What group processes mediate the input-output relationship?
How effective are teams, and how can they be improved?
![Page 2: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/2.jpg)
Teams
The Nature of
Teams
History of teams
What is a team?
Types of teams
Systems model
Building the Team
The team player
KSAs
Diversity
Men & Women
Working in Teams
Team processes
Cognitive processes
Cohesion
Team Performance
Evaluating teams
Suggestions
Preview
![Page 3: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/3.jpg)
History of teams
The first documented use of the word team to describe groups of humans working collectively did not occur until the 1600s:
Twere like falling into a whole Shire of butter: they
had need be a teeme of Dutchmen, should draw him
out” (Ben Jonson, Bartholomew Fayre)
Team: from the old English and Norse word “for a bridle and thence to a set of draught animals harnessed together” (Annett & Stanton, 2001, p. 1045).
![Page 4: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/4.jpg)
Half of the workers in the United States now belong to at least one team at work.
Nonprofit
Industry
Corporate
0 20 40 60 80 100
Percentage of Organi-zations Relying on
Teams by Type of In-dustry
Data Source: Devine et al., 1999
![Page 5: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/5.jpg)
Teams are “extreme” groups, for each of the qualities of a typical group are exhibited, to an extreme degree, in a team
•concentrated•continuousInteraction
• performance/outcome focused
• collective goals rather than only individualistic ones
Goals
• tightly coupled dependencies
• member’s have interlocking abilities, skills…
Inter-dependenc
e• clearly defined roles and
norms• explicit lines of authority
communication are Structure
• cohesive• collective efficacyUnity
What is a team?
![Page 6: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/6.jpg)
Management
Executive
Command
Project
Negotiation
Commission
Design
Advisory Work
Service
Production
Action
Performance
Medical
Response
Military
Transportation
Sports
Types of teams
Expeditions• Mobile, exploration
focused
Crews• Make use of tools,
equipment
Task Forces• Specific project, time
limited
![Page 7: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/7.jpg)
Hackman identifies four types of teams based on responsibility for setting procedures and goals
• Manager-led
• Self-managing
• Self-designing
• Self-governing
Types of teams
Cross-functional teams (project groups composed of people with differing types of functional expertise) are common in many organizations, but they tend to be unstable and not particularly effective.
![Page 8: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/8.jpg)
Task DemandsPsychological & Interpersonal Demands
How difficult is the task?
How complex is the task?
How important is the task?
How monotonous/dull is the task?
Desire for company (work partners)
Diffusion of responsibility
Social loafing “Romance of
Teams”
When teams?
![Page 9: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/9.jpg)
The I-P-O Model of TeamsSystems model
![Page 10: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/10.jpg)
Example: The 1980 US Hockey Team
Strong composition effects (fit of members)
Presence of “team players”
Individual level of skill and experience
Low diversity and high cohesion
Outstanding leadership
Building the Team
The team player
KSAs
Diversity
Men & Women
The Nature of
Teams
Working in Teams
Team Performance
![Page 11: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/11.jpg)
Building the Team
The team player
.24.12 .25.16.05
Teamwork and Personality
EmotionalStability
Extraversion OpennessAgreeable-
nessConscien-tiousness
Dominance
Affiliation
Social perceptiveness
Expressivity
FlexibilityAdjustment
Self-esteem
Trust
Cooperation
Dependability
Dutifulness
Achievement
Efficacy
![Page 12: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/12.jpg)
LowHig
h0
2
4
6
8
10
Most Groups
Skills, training of individual members
Perf
orm
an
ce
Rare (baf-fling) groups
Additive effects
Synergy effect
Weakest link effect
Bad apple effect
In general, great teams require great group membersKSAs
![Page 13: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/13.jpg)
Diversity
![Page 14: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/14.jpg)
Advantages of Heterogeneou
s TeamsAdvant
ages of Homogenous Teams
Broader range of KSAs Increased creativity, less traditional solutions
and outlooks
Stronger social identity, fewer schisms, subgroups
More cohesive Reduced conflict,
misunderstanding
![Page 15: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/15.jpg)
Dealing with Team Diversity
Surface diversity easy to deal with, deep diversity more difficult
Organizational support Reduce tendency to subgroup
Mixing Men and Women in Teams: bonding effects, sexism, tradition, “civilizing” effects, tokenism, etc.
![Page 16: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/16.jpg)
The Nature of
Teams
Building the Team
Working in Teams
Team processes
Cognitive processes
Cohesion
Team Performance
Team Processes: How well do members combine their knowledge, skills, abilities and resources through a coordinated series of actionsCognitive Processes: Do members share an understanding of the team’s tasks, resources, and procedures?
Cohesion: Is the group unified?
![Page 17: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/17.jpg)
Transition Processes
Mission analysis
Goal specification
Strategy formulation
Action Process
Monitoring progressMonitor int/ext
resources/ demandsMonitor/
tweak “teamwork”
Coordination
Interpersonal Process
Conflict management
Motivation
Affect /cohesion management
Social support
Team processes
![Page 18: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/18.jpg)
Team Processes
![Page 19: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/19.jpg)
Transactive memory: a process by which information to be remembered is distributed to various members of the group who can ten be relied upon to provide that information when it is needed
High performing teams
Capitalize on transactive memory processes: different members are trusted to know specific areas of information
Train as a team, rather than individually
Review their work regularly and identify methods to improve
Team Cognition
![Page 20: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/20.jpg)
Team Learning
![Page 21: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/21.jpg)
Team Cohesion
Social Cohesion
Task Cohesion
Collective Cohesion
Emotional Cohesion
Structural Cohesion
Sources
• A teams’s cohesiveness derives on a number of sources, such as attraction, commitment to a task, and so on.
![Page 22: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/22.jpg)
Team Performance
Evaluating teams
Suggestions
The Nature of
Teams
Building the Team
Working in Teams
Team Performance
Evaluating teams
Suggestions
Is he right?
![Page 23: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/23.jpg)
Empirical evidence is mixed
Hackman maintains that teams should:
1. Meet standards of quantity, quality, and timeliness
2. The team should improve over time.
3. The team should contribute in positive ways to members’ well-being and learning
Case studies and field studies generally support the effectiveness of teams
Experimental studies identify a number of limitations for working in teams
Surveys of workers find widespread dissatisfaction with teams (and leaders)
Suggestions:
Make certain that so-called teams actually are teams
Train individuals to work in teams and to lead teams
Provide organizational (and financial) support to teams (Remember the quality circle!)
![Page 24: 12 Teams When the work to be done is difficult, complicated, and important—such as building a bridge, flying a spacecraft to the moon, or performing cardiac](https://reader036.vdocument.in/reader036/viewer/2022081519/56649cfe5503460f949cf1c2/html5/thumbnails/24.jpg)
TeamsThe
Nature of TeamsHistory
of teams
What is a team?
Types of
teams
Systems model
Building the TeamThe
team player
KSAs
Diversity
Men & Women
Working in TeamsTeam process
es
Cognitive
processes
Cohesion
Team Performa
nceEvaluating
teams
Suggestions
Review