Team Dynamics, Creativity & Problem Solving, & Decision MakingMatthew L. Eisenhard, Psy.D.Week 11: Psychology for Business & Industry
Teamwork
• Involves working together to achieve something beyond the capabilities of individuals working alone.
▫ Organizations today are based on teams.▫ Being a team player requires high levels of
emotional intelligence.▫ Being a team player is the 2nd most sought after
skill employers seek. Communication and personal skills is 1st.
Types of Teams (a.k.a. Groups)
• Formal Groups▫ Functional Groups
Formal ongoing groups = permanent. Typically managers and employees in specific
departments (marketing, production, etc.).
• Informal Groups▫ Develop spontaneously when people get together
because of similar interests.▫ They come and go according to events and people
in the group and can vary accordingly.
Types of Teams (a.k.a. Groups)• Task Groups
▫ Consist of functional group members.▫ Put together for a specific task (job).▫ Coming called committees.
Ad hoc committee (task force). Formal and temporary
(temporary groups) = discontinue after task is accomplished.
Standing committee. Formal and ongoing, but has
rotating members.
Types of Teams (a.k.a. Groups)
• Virtual Teams▫ Do most of their work via electronic digital
communication. Groupware is a digital tool to work on a document
at the same time.▫ One of the challenges of virtual teams is
developing trust. Effective teamwork is even more challenging when
teams are put together from many different countries around the world.
Your Team Behavior
• Self-assessment 11.1.• Every person on the team does not have to do all
the things on the assessment to have an effective team – as long as someone is doing them.▫ Questions 1-5 refer to team structure.▫ Questions 6-13 refer to team dynamics.▫ Questions 14-17 refer to team development.
Teamwork – The Formula
• Team Performance Model Formula▫ A team’s performance (TP) is based on its
structure (TS), dynamics (TD), and stage of development (SOD). TP = TS + TD + SOD
▫ All teams face the Systems Effect. A team is only as strong/effective as its weakest link.
If one link is weak… so is the whole chain. If one person is weak… so is the whole team.
Team Structure1. LEADERSHIP
▫ Leadership styles affect the team performance.▫ Teams with effective leaders outperform teams lacking good,
strong leaders.1. COMPOSITION
▫ Refers to diversity of team members (functional/technical skills).
▫ Diversity enhances performance – better decisions – more innovations than homogeneous teams.
1. PROBLEM SOLVING AND DECISION MAKING▫ How the team works together when they encounter problems
reflects on the overall performance.1. CONFLICT
▫ Can be useful or not useful.▫ Solving conflicts important to how team functions effectively.
Team Dynamics
• A.K.A. Group Process.▫ Refers to the pattern
of interactions that emerge as the group/team develops.
▫ Job recruiters & employers seek applications with leadership and team dynamics skills.
▫ Most people have little or no training in working in groups/teams.
▫ Six parts of group dynamics.
Objectives• To be effective teams need clear objectives (goals).
▫ And must be committed to achieving them.• Managers/Leaders
▫ Make certain there are goals and set priorities.• Team Members
▫ Must work toward gaining consensus of commitment to goals.
▫ Without goals and everyone working toward them – teams will struggle and fail.
Size• No ideal size – it varies depending on the team’s purpose.
▫ Functional groups: about 14-15.▫ Task groups: 3-9 (5)
Too small = too cautious. Too large = too slow, but larger groups tend to generate more
choices and better ideas due to greater diversity.• Effects on group diversity
▫ Larger teams = more formal/autocratic leadership is needed to provide direction. Larger groups tend to stifle equal participation.
▫ Smaller groups = leaders are more informal and participative.▫ Generally equal participation is seen more in groups of 5.
• Managers/Leaders▫ Appropriate leadership style will vary according to group size.
Norms
• The group/team’s shared expectations of its members’ behavior.▫ Develop spontaneously as the group interacts.▫ All groups tend to form their own unwritten rules
about how they will do things.▫ If one team member fails to conform to the norm,
other teammates may try to force compliance = peer pressure. Ridicule – ostracism – sabotage – physical abuse.
Cohesiveness• The attraction and closeness team
members have for each other and the group as a whole.▫ The more desirable
membership in a certain group, the more team members are likely to conform to the normative behavior.
▫ Sometimes individuals will do things with and for a team that they would not do on their own. Can be positive or negative
depending on the nature of the team/group.
Factors Influencing Cohesiveness• OBJECTIVES
▫ Stronger the agreement and commitment of the group, the stronger the cohesiveness.
• SIZE▫ Smaller = more cohesive.▫ Larger = more difficult to agree.
• HOMOGENIETY▫ The more similar people are, the greater the cohesiveness –
people tend to be attracted to and agree with people most like themselves.
▫ Growing diversity in the workplace can lead to decreased cohesiveness.
Factors Influencing Cohesiveness• PARTICIPATION
▫ More equal the participation, the higher the cohesiveness.▫ Domination by one or a few tends to make other members feel
excluded.• COMPETITION
▫ Intragroup = competition with each other which leads to decreased cohesiveness.
▫ Intergroup = results in team pulling together to beat the rivals, increased cohesiveness.
• SUCCESS▫ More you win the stronger the cohesiveness.▫ Losers argue among themselves more than winners.▫ Success breeds more success.
Solomon Asch’s (1951, 1956) Line Judgment Studies• Solomon Asch (1951, 1956) had participants guess which
line in the right box is the same length as the line on the left. Almost everyone easily gets this right—when alone.▫ Asch had people repeatedly evaluate lines like these, while
hearing other people also evaluate the lines.▫ Sometimes, though, everyone else got it wrong.
• 76% of the participants conformed on at least one trial.• 12/18 trials confederates gave incorrect answers.
Status• Perceived ranking of one member
relative to other members of the group.▫ Based on…
Job title – amount of pay – seniority – knowledge/expertise - interpersonal skills – appearance – education – race – sex.
▫ It affects team performance. High status members have a major influence. In functioning groups, the manager/supervisor usually takes
the leader role. There can also be “informal” leaders.
Status Congruence
• The acceptance and satisfaction members get from their status in the group.▫ Members who are not happy with their status may
feel excluded and not be active participants. May cause team conflict if they fight for higher
status. Leadership struggles may go on for a long time –
and never be resolved. These struggles can ultimately undermine the team’s
productivity.
Roles• Shared expectations of how group members will fulfill
the requirements of their positions.▫ People often have multiple roles in a group/team or
job.▫ Example: Professor
Teacher – researcher – writer- consultant – advisor – committee member.
Plus all personal and family roles.
• Task Roles = things group members do and say that directly aid in the accomplishment of its objective.▫ OBJECTIVE CLARIFIERS
Role = make sure everyone understands the goal.▫ PLANNERS
Role = determine how the goal will be met.▫ ORGANIZERS
Role = to assign and coordinate resources.▫ LEADERS
Role = to influence members by directing.▫ CONTROLLERS
Role = to take corrective action to make sure goal is met – keeping people on target.
Classes of Group Roles
Classes of Group Roles• Maintenance Roles = the things that group members do and say to
develop and keep the group going.▫ FORMERS
Role = get the members involved and committed.
▫ CONSENSUS SEEKERS Role = get members’ input and agreement on decisions.
▫ HARMONIZERS Role = resolving conflicts with members.
▫ GATEKEEPERS Role = see that appropriate norms are developed and enforced.
▫ ENCOURAGERS Role = be supportive, friendly.
▫ COMPROMISERS Role = get members to adjust their positions to gain cohesiveness.
Classes of Group Roles• Self-Interest Roles = things members do and say to meet their own
needs or goals at the expense of the team.▫ AGGRESSORS
Role = deflate others’ status – negative criticism – putting other members down.
▫ BLOCKERS Role = resist the group effort and try to prevent the team meeting its
goal.
▫ RECOGNITION SEEKERS Role = try to take credit for the groups’
accomplishments.
▫ WITHDRAWERS Role = physically or mentally not involved
with group – more concerned about their own personal matters.
Development of Team Stages• 5 stages of team development.
▫ Not all groups go through the same stages as they grow and develop.
▫ There are specific supervisory strategies recommended for each stage.
Stages of Team Development• Orientation
▫ Leader = Autocratic.▫ Forming stage – roles and goals
must be clearly defined.• Dissatisfaction
▫ Leader = Consultative.▫ Storming stage – learning about
each other and building trust; differences are experienced.
• Resolution▫ Leader = Participative.▫ Norming stage – relationships are
built, affiliations are made, norms are set; learning to work together.
Stages of Team Development• Production
▫ Leader = Laissez-faire.▫ Performing stage – commitment is high and
performance is enhanced; conflicts are resolved quickly, members are open with each other.
• Termination▫ Adjourning stage – found in task groups (not
functional/ongoing groups); people usually have feelings of sadness at group dissolving or if a negative experience may be relief at ending.
Your Preferred Group Leadership Style
• Self-assessment 11.2.▫ More even the distribution of scores, the more
flexible you are at leading in a group.▫ Total of 0-1 in any style indicates a problem using
it and could be a problem if ever needed.▫ Compare this to scores on your
self-assessments of situational supervision and communication style.
Meetings & Leadership Skills• Planning the Meeting
▫ Have a written plan that includes… Goals – purpose of meeting. Participants and assignments – who and what. Agenda – list of items to be covered in order of priority (with
approximate time allotted for it). Time (start and finish) – date – place.
• Conducting the Meeting▫ Begin on time – review progress (minutes – secretary)▫ Cover the items on the agenda – stay on task.▫ Summarize and review assignments – end meeting on time
– was everything accomplished? – get commitments from people on assignments – record all assignments to encourage accountability and follow-up on them.
Handling Problem Team Members• The Silent Member
▫ Usually not leaders – leaders should draw them out – team needs input and benefits from all members.
• The Talker▫ Has something to say about everything – tries to dominate
– can cause intragroup conflicts – leaders have responsibility to slow these folks down and include others without alienating them.
• The Wanderer▫ Distracts the team from its focus – likes to complain and
criticize – wants to socialize and divert focus of team – leader needs to divert and keep team on track.
Handling Problem Team Members• The Bored Member
▫ Preoccupied with other things – tend to be “know-it-alls” that feel superior to others in group – leader is obligated to keep members interested and active.
• The Arguer▫ Likes to be center of attention – likes to argue just for the
sake of it rather than for productive purposes – leaders should never engage in arguments – don’t allow personal attacks – keep the focus on the goal and move on.
• The Social Loafer▫ Lets everyone else do the work and reaps all the benefits
from the group’s efforts – leaders should not allow.
Meetings & Leadership Skills• Important considerations
when working in a team…▫ Never embarrass, intimidate,
argue with others – no matter how provoked! The result will make them look
like martyrs and make you look like a bully. If there are serious problems with members that do
not respond to the positive techniques – see them outside of the meeting in private and try to gain their support and cooperation.
Problem Solving & Decision Making• Problem = when there is a difference between what is
actually happening and what you wanted/expected to happen.▫ Problem solving = process of making corrective actions in
order to meet your goal.• Decision making = process of selecting an alternative
course of action to solve the problem.▫ Decisions are made to solve problems and take advantage of
opportunities.▫ These can occur at the same time.
Decision Making Styles• Self-assessment 11.3.• REFLEXIVE
▫ Shoot from the hip – make decisions fast (sometimes without getting or considering all of the necessary information).
▫ Positive = not procrastinators.▫ Negative = can lead to waste and having to start over if not right the first
time.• REFLECTIVE
▫ Takes plenty of time to decide – gets lots of information and checks out alternatives thoroughly.
▫ Positive = decisions are not rushed.▫ Negative = procrastination can be costly.
• CONSISTENT▫ Makes choice without rushing or wasting time – the happy medium.▫ Know when they have enough information.▫ Follows generally the 5-step model for decision making.
Decision Making Model
• Step 1 – Define the Problem.▫ Separate the symptoms from the cause.▫ If you do not find the “cure,” it will keep recurring.
• Step 2 – Set Objectives and Criteria.▫ Setting goals in place – you need to have a “must”
and “want” list for your criteria in meeting the goal.
▫ Example: Hiring. Must have a certain degree – B.A., M.A., Ph.D.? Want to have bilingual skills – Spanish, French?
Decision Making Model• Step 3 – Generate Alternatives.
▫ Start thinking of ideas, methods, or other choices to use to solve the problem.
▫ Plan A, B, and C.• Step 4 – Analyze Alternatives and Pick One.
▫ Do a cost-benefits analysis to try to pick which plan will be the best.
• Step 5 – Plan, Implement, and Control.▫ Do it! Make sure to oversee the process and outcome.▫ Be willing to cut your losses and change if you need to
(switching to Plan B, C, etc.)
Creativity
• The ability to develop unique alternatives to solve problems.▫ Thinking “outside the box.”▫ Innovation – the
organizational use of creative ideas. Vital to success Pressure to come up
with new ideas.
Four Stages of Creativity• PREPARATION
▫ Get familiar with the problem, the facts.▫ Asks others what it is and get their ideas.▫ Look for new or unusual angles.▫ Do not set limits or boundaries.
• POSSIBLE SOLUTIONS▫ Brainstorming – look for as many solutions as possible
without passing judgment on them.• INCUBATION
▫ Take a break – sleep on it – allow for insight.• EVALUATION
▫ Make sure it works, change course if necessary.
Brainstorming
• The process of suggesting many alternatives, without evaluation, to solve a problem.
• Rules…▫ Quantity – the more the better.▫ No Criticism – hold evaluation of ideas.▫ Freewheel – think “outside the box.”▫ Extend – build on the ideas presented.▫ Brainwriting – put it in writing.
Synectics• Process of generating novel alternatives through role-
playing and fantasizing.• The nature of the exact situation is not revealed in order
to expand the group’s creativity.
Nominal Grouping• Process of generating and evaluating alternatives
through a structured voting method – helps to lessen the influence of status in the group and usually involves these steps.▫ Each member separately writes her or his ideas.▫ Ideas are then presented round-robin fashion.▫ Discussion and clarification take place.▫ First voting – members can defend and explain.▫ Final vote is made for ideas to be presented to the
leader for decision to implement or not.
Consensus Mapping• A cooperative attempt to
develop a solution acceptable to all employees instead of a competition.▫ A discussion where everyone
has to mutually agree to a solution.
▫ Major benefit is the group is more committed to the result since the solution is one they equally generated and decided on as best.
Delphi Technique• Variation on nominal grouping – a poll is taken
by a series of anonymous questionnaires.▫ Opinions of each round are analyzed and
resubmitted to successive rounds.
▫ May take up to five rounds to reach a consensus.
▫ Used for technological forecasts.
Pros & Cons of Group Decision Making
• Pros▫ Better decisions – avoid errors.▫ More choices.▫ Acceptance and commitment.▫ High morale levels – better job satisfaction.
• Cons▫ Time consuming.▫ Domination – those in power may prevail.▫ Conformity of groupthink.▫ Lack of responsibility – no individual held accountable and
social loafing (some people do not pull their weight).
Global Team Decision Making• Collective cultures (such as
Asian) groups are cohesive and there is less conflict – they are not competing against each other as much.▫ Individualistic cultures
(such as U.S., Europe) more intragroup competition.
• Internet has made virtual teams more common.
Chapter Summary
• Team dynamics and how they affect performance.
• 5 stages of team development.• 4 situational supervisory styles for groups.• How to plan and conduct effective meetings.• Identifying and handling 6 types of problem
team members.• 5 steps in decision-making.• 5 techniques for generating creative alternatives.