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Senter for entreprenørskap – Silvia Tofte
Lectures
• 18.08.09• 15.09.09• 29.09.09 Cancelled• 06.10.09 • 13.10.09 Multiple Choise test (ch. 4-9)• 10.11.09• 24.11.09 Multiple Choise test (ch. 10-13)• 01.12.09 Hand in Reflection Rapport
Senter for entreprenørskap – Silvia Tofte
Agenda
• Team assignment• Debrief
– Includes theory from chapter 4-6
• Reflection Rapport– ½ - 1 page– Theoretical reflection
Senter for entreprenørskap – Silvia Tofte
Exhibit 4-1. Internal Dynamics: Key Questions to Ask When Building the Team
PHASE 1
Task Analysis
• What work needs to be performed?
• How much authority does the group have to manage its own work?
• What is the focus of work the group will do?
• What is the degree of interdependence among team members?
• Does there exist only one correct solution?
• Are team members’ interests aligned or competitive?
PHASE 2
People
• How many people should be on the team?
• Who is ideally suited to do the work?
• What technical, task management, and interpersonal skills are required?
• What types of diversity are optimal in the team?
PHASE 3
Processes and Procedures
• What are the explicit (spoken) norms of the group?
• What are the implicit (unspoken) norms of thegroup?
• Which norms are conducive for performance?
• What is the process by which ineffective norms can be revised?
• How much structure is the group given?
CHAPTER 4
Senter for entreprenørskap – Silvia Tofte
Building the Team: The Task
• Teams that plan/develop performance strategies usually perform better• How much authority does the team have to manage its own work?• What is the focus of the work the team will do?• What is the degree of task interdependence among team members? • Is there a correct solution that can be readily demonstrated and communicated to
members?• Are team members’ interests perfectly aligned, opposing, or mixed in nature?• How big should the team be?
CHAPTER 4
Senter for entreprenørskap – Silvia Tofte
Exhibit 4-2. Types of Work That Teams DoBroad Dominant Objective Feature Process Emphasis Threats
Tactical Clarity • Directive, highly focused tasks • Role ambiguity• Role clarity • Lack of training• Well-defined operational standards • Communication barriers• Accuracy
Problem Trust • Focus on issues • Failure to stick to facts solving • Separate people from problem • Fixate on solutions
• Consider facts, not opinions • Succumb to political • Conduct thorough investigation pressures• Suspend judgment • Confirmatory information search
Creative Autonomy • Explore possibilities and alternatives • Production blocking“Lumpy” participation
CHAPTER 4
Source: Adapted from Larson, C. E., & LaFasto, F. M. (1989). Teamwork: What must go right/what can go wrong. Newbury Park, CA: Sage.
Senter for entreprenørskap – Silvia Tofte
CHAPTER 4
Exhibit 4-4. Levels of Interdependence
Pooled interdependence Group Members
X
Product
Reciprocal interdependence
Sequential interdependence P1 P2 P3 X
Product
P1 P2 P3
Source: Thompson, J. (1967). Organizations in action. New York: McGraw-Hill.
Senter for entreprenørskap – Silvia Tofte
• Skills that are important to think about when forming a team• Technical or functional expertise• Task-management skills• Interpersonal skills
• Skill assessment categories• Self-report• Past accomplishments• 360-degree reports
CHAPTER 4
Building the Team: The People
Senter for entreprenørskap – Silvia Tofte
Exhibit 4-5. Task-Management and Interpersonal Skills
CHAPTER 4
Source: Adapted from Benne, K. D., & Sheats, P. (1948). Functional roles of group members. Journal of Social Issues, 4, 41–49.
Task-Management Skills Interpersonal Skills
• Initiating• Information seeking• Opinion seeking• Elaborating• Energizing • Coordinating • Orienting • Detailing • Recording • Challenging
• Encouraging • Harmonizing • Compromising • Gatekeeping• Reflecting • Following • Standard setting
Senter for entreprenørskap – Silvia Tofte
Diversity
CHAPTER 4
• Advantages• Expanded talent pool• Multiple viewpoints• Better decision making• Competitive advantage
• Challenges• Diversify on what?• How much diversity?• Conflict• Bias in performance reviews• Solo status
Senter for entreprenørskap – Silvia Tofte
Managing Diversity
• Publicly commit to valuing diversity• Solicit ideas and best practices from employees on how to diversify• Educate members on the advantages of diversity• Diversify at all levels
CHAPTER 4
Senter for entreprenørskap – Silvia Tofte
Processes: How to Work Together?
• Team structure• Team norms
• Development and enforcement• Norm violation• Changing norms
• Behavioral integration• Prescriptive Model of necessary conditions for effective
teamwork
CHAPTER 4
Senter for entreprenørskap – Silvia Tofte
CHAPTER 5
Exhibit 5-3. Trust and Respect in Teams
Trust in teams can bemeasured by…
• I trust my teammates• I have little faith that my
teammates will consider my needs when making decisions
• I believe my teammates are truthful and honest
Respect in teams can be measured by…
• I think highly of my teammates character• This team sets a good example• Our team does things the right way• My team deserves my consideration• I admire my teammates• I am proud to be part of my team• I think my teammates have useful perspectives• My teammates usually have good reasons for their beliefs• People on my team have well-founded ideas• I hold my team in high regard• I think highly of my team members• Our team has a reason to be proud• I respect my teammates
Source: Cronin, M., & Weingart, L. (2007, in press). The differential effects of trust and respect on team conflict. In K. Behfar and L. Thompson (Eds.), Conflict in organizational groups: New directions in theory and practice. Chicago: NU Press. Also, Cronin, M. A. (2004). The effect of respect on interdependent work. Unpublished doctoral dissertation, Pittsburgh, PA: Carnegie Mellon University.
Senter for entreprenørskap – Silvia Tofte
Exhibit 5-4. Role Transition in Groups
Time
Role negotiation Accommodation Assimilation
Tradition ReminiscenceAccommodation Assimilation
Recruitment Reconnaissance
Maintenance stage Resocialization stage Remembrance stageSocialization stageInvestigation stage
Prospective member New member Full member Marginal member
Ex-member
CHAPTER 5
Source: Moreland, R. L., & Levine, J. M. (1982). Socialization in small groups: Temporal changes in individual-group relations. In L. Berkowitz (ed.), Advances in experimental social psychology (Vol. 15, pp. 137–192). New York: Academic Press.
Senter for entreprenørskap – Silvia Tofte
Team Communication
• Biases and points of possible error• Message tuning• Message distortion• Biased interpretation• Perspective-taking failures (curse of knowledge)• Transparency illusion• Indirect speech acts• Uneven communication problem
CHAPTER 6
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Exhibit 6-4. Distribution of Participation as a Function of Group Size
CHAPTER 6
Source: Shaw, M. E. (1981). Group dynamics: The psychology of small group behavior (3rd ed). New York: McGraw-Hill.
Senter for entreprenørskap – Silvia Tofte
Exhibit 6-5. The Hierarchy of Understanding
CHAPTER 6
DifficultEasy
Specific
General
Context
Noise Detection
Data
Information
Knowledge
Wisdom
Understanding Symbols
Understanding Relations
Understanding Patterns
Understanding Principles
Source: Nunamaker, J. F., Jr., Romano, N. C., & Briggs, R. O. (2002). Increasing intellectual bandwidth: Generating value from intellectual capital with information technology. Group Decision and Negotiation, 11, 69–86.
Senter for entreprenørskap – Silvia Tofte
Exhibit 6-7. Three Possible Distributions of Information
CHAPTER 6
A,C,B,D
A,C,B,EA,C,D,FA,D
B,EC,F
A,B,C,D,E,F
A,B,C,D,E,FA,B,C,D,E,F
Distributed (partial) overlap:A, C: Common to all 3 peopleB, D: Shared by 2 peopleE, F: Unique to 1 person
Fully shared:All information fully-sharedby all 3 people.
Non-overlapping:No overlap of informationbetween 3 people
Senter for entreprenørskap – Silvia Tofte
Exhibit 6-8. Hidden Profiles
CHAPTER 6
A,B,C A,B,C,D,EA,B,F,H C,D,E A,B,C,D,EA,B,F,G F,G,H A,B,C,D,EA,B,G,H
# of independent pieces of positive information
8
5
5
Alva
Jane
Bill
Senter for entreprenørskap – Silvia Tofte
Information Sharing Practices: Things That Don’t Work
• Increasing the amount of discussion• Separating review and decisions• Increasing the size of the team• Increasing information load• Accountability• Pre-discussion polling
CHAPTER 6
Senter for entreprenørskap – Silvia Tofte
Team Leader as Information Manager
CHAPTER 6
• Redirects and maintains focus of discussion to unshared (unique) information• Approaches task as problem to be “solved”, not a “judgment” to be made• Ranks rather than chooses• Considers decision alternatives one at a time• Heightens team members’ awareness of types of information likely to be
possessed by different individuals• Suspends initial judgment• Builds trust and familiarity among team members• Communicates confidence• Minimizes status differences
Senter for entreprenørskap – Silvia Tofte
Collective Intelligence
• Team mental models• Types• Accuracy• Correspondence
• Transactive memory systems (TMS)• TMS and team performance
CHAPTER 6
Senter for entreprenørskap – Silvia Tofte
Exhibit 6-11. Group Longevity
CHAPTER 6
0
20
40
60
80
100
120
140
160
180
0-1.5 1.5-2.5 2.5-3.5 3.5-5.0 5.0 ormore
Group longevity (years)
Stan
dard
ized
Per
form
ance
and
Com
mun
icat
io(m
eans
)
Project performance
Organizationalcommunication
Intraproject communication
External professionalcommunication
Source: Katz, R. (1982). The effects of group longevity on project communication and performance. Administrative Science Quarterly, 27, 81-104.
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