Chapter 5

Working in Teams

Teams vs. Groups: What’s the Difference?

Groups Two or more individuals, interacting and

interdependent, who have a stable relationship, a common goal, and perceive themselves to be a group

Teams Groups that work closely together toward a

common objective, and are accountable to one another

Stages of Group Development

Stage IForming

Prestage I Stage IIStorming

Stage IIINorming

Stage IVPerforming

Stage VAdjourning

Stages of Group Development

Stage I: FormingThe first stage in group development,

characterized by much uncertaintyStage II: Storming

The second stage in group development, characterized by intragroup conflict

Stage III: NormingThe third stage in group development,

characterized by close relationships and cohesiveness

Stages of Group Development

Stage IV: PerformingThe fourth stage in group development,

when the group is fully functionalStage V: Adjourning

The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance

Putting the Five-Stage Model Into Perspective

Groups do not necessarily progress clearly through the stages one at a time

Groups can sometimes go back to an earlier stage

Conflict can sometimes be helpful to the group

Context can matter: airline pilots can immediately reach performing stage

The Punctuated-Equilibrium Model

First phase The first meeting sets the group’s direction. The first phase of group activity is one of inertia.

Transition A transition takes place at the end of the first phase,

which occurs exactly when the group has used up half its allotted time.

The transition initiates major changes. Second phase

A second phase of inertia follows the transition. Last meeting is characterized by markedly accelerated

activity

The Punctuated-Equilibrium Model

Completion

Transition

FirstMeeting

Phase 1

Phase 2

(High)

(Low)

A (A+B)/2

Time

B

Per

form

ance

Brainstorm …

What makes an ineffective team?

Characteristics of Ineffective Teams

Not sharing issues and concerns Overdependence on the leader Failure to carry out decisions Hidden conflict Not resolving conflict Subgroups

Brainstorm …

What makes an effective team?

Characteristics of an Effective Team

1. Clear Purpose 2. Informality3. Participation

4. Listening

5. Civilized disagreement

6. Consensus decisions

7. Open communication

8. Clear rules and work assignments

9. Shared leadership

10. External relations

11. Style diversity

12. Self-assessment

A Model of Team Effectiveness

Team effectiveness

Work design

• Autonomy• Skill variety• Task identity• Task significance

Process

• Common purpose• Specific goals• Team efficacy• Conflict• Social loafing

Composition

• Ability• Personality• Roles and diversity• Size• Flexibility• Preference for teamwork

Context

• Adequate resources• Leadership• Performance evaluation and rewards

Abilities

Teams need the following skills to perform effectivelyTechnical expertiseProblem-solving and decision-making skills Interpersonal skills

Roles in Groups

Task-oriented roles Roles performed by group members to ensure that

the tasks of the group are accomplished

Maintenance roles Roles performed by group members to maintain

good relations within the group

Individual roles Roles performed by group members that are not

productive for keeping the group on task

Group Size

Research EvidenceSmaller groups faster at completing tasksWhen problem-solving, larger groups do

better

A Model of Team Effectiveness

Team effectiveness

Work design

• Autonomy• Skill variety• Task identity• Task significance

Process

• Common purpose• Specific goals• Team efficacy• Conflict• Social loafing

Composition

• Ability• Personality• Roles and diversity• Size• Flexibility• Preference for teamwork

Context

• Adequate resources• Leadership• Performance evaluation and rewards

Roles of Team Leaders

Creating a real teamSetting a clear and meaningful directionMaking sure that the structure will

support working effectivelyEnsuring that the team has a supportive

organizational environmentProviding expert coaching

A Model of Team Effectiveness

Team effectiveness

Work design

• Autonomy• Skill variety• Task identity• Task significance

Process

• Common purpose• Specific goals• Team efficacy• Conflict• Social loafing

Composition

• Ability• Personality• Roles and diversity• Size• Flexibility• Preference for teamwork

Context

• Adequate resources• Leadership• Performance evaluation and rewards

Dimensions of Trust

Integrity Honesty and truthfulness

Competence Technical and interpersonal knowledge and skills

Consistency Reliability, predictability, and good judgment in handling

situations Loyalty

Willingness to protect and save face for a person Openness

Willingness to share ideas and information freely

What can you do to build trust in your team?

Building Trust

Demonstrate that you’re working for others’ interests as well as your own.

Be a team player. Practice openness. Be fair. Speak your feelings. Show consistency in the basic values that

guide your decision making. Maintain confidence. Demonstrate competence.

Diversity it teams

Is it good or bad to have diverse teams?

Why?

What happens in a team if there is too much diversity?

Advantages and Disadvantages of Diversity

Advantages Multiple perspectives Greater openness to

new ideas Multiple interpretations Increased creativity Increased flexibility Increased problem-

solving skills

Disadvantages Ambiguity Complexity Confusion Miscommunication Difficulty in reaching a

single agreement Difficulty in agreeing on

specific actions

Teams and Workforce Diversity

Impact of diverse groups Diversity in personality age, gender and experience

promotes conflict, which stimulates creativity and idea generation, which leads to improved decision making

Cultural diversity in groups initially leads to more difficulty in building cohesion, gaining satisfaction, being productive

Problems pass with time (certainly by three months) Culturally diverse groups bring more viewpoints out

Virtual Teams

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Advantages Can do all the things other teams do, but at a

distance

Disadvantages Lack paraverbal and nonverbal cues, and have

limited social contact

Building Trust on Virtual Teams

Start with an electronic “courtship” and provide some personal information

Assign clear roles so members can identify with each other

Have good attitudes (eagerness, enthusiasm, and intense action orientation) in messages

Address feelings of isolation Provide recognition and feedback

Beware! Teams Aren’t Always the Answer

Questions to determine whether a team fits the situation:Can the work be done better by more than

one person?Does work create a common purpose or set

of goals for the people in the group that is more than the aggregate of individual goals?

Are members of the group interdependent?

Summary and Implications

The introduction of teams into the workplace has greatly influenced employee jobs

Factors affecting group performance Norms control group member behaviour by establishing standards of

right and wrong. Status inequities create frustration and can adversely influence

productivity. The impact of size on a group’s performance depends upon the type

of task in which the group is engaged. A group’s demographic composition is a key determinant of individual

turnover.

Summary and Implications

High-performing teams have common characteristics: They contain people with special skills They commit to a common purpose, establish

specific goals They have the leadership and structure to provide

focus and direction They hold themselves accountable at both the

individual and team levels There is high mutual trust among members

Summary and Implications

It is difficult to create team players. To do so, managers should: Select individuals with interpersonal skills Provide training to develop teamwork skills Reward individuals for cooperative efforts

Paper Tower Exercise

Each group will receive 20 index cards, 12 paper clips, and 2 marking pens (1 red, 1 green)

Using these materials you will build a paper tower that will be judged on: height, stability, and beauty

Stage 1 (12 minutes). Plan your construction. No building allowed.

Stage 2 (15 minutes). Construct the tower. Be sure to put your group # somewhere on the tower.

Towers will be delivered to the front of the room, where they will be judged by the class.

Paper Tower Questions

What percent of the plan did each member of group contribute, on average

Did your group have a leader? Why or why not? How did the group respond to ideas during the

planning stage? Did you have task-oriented roles? Maintenance-

oriented roles? How helpful and/or effective were these roles?

To what extent did you follow the five-step model of group development?

What were helpful behaviours? Non-helpful behaviours? Why?