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Anderson_5e_PPT_Ch11.PPTXChapter 11: Team Interventions
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Effective Teams Have . . .
A clear, elevating goal.
A results-driven structure.
Competent members.
Unified commitment.
A collaborative climate.
Standards of excellence.
External support and recognition.
Principled leadership.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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“We Need Teambuilding”
One definition: Bonding, getting to know one another better, social time, fun.
Another: Clarify communication patterns, enhance decision-making, develop roles, correct process errors (and more).
“Research does not suggest that rock climbing, whitewater rafting, blind trust walks, or playing basketball on donkeys increases productivity in any way.”
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Team Interventions
Team startup or transition meetings.
Confrontation meetings.
Role negotiation and role analysis.
Work redesign.
Workout*.
Appreciative inquiry*.
* Also whole organization interventions.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Topics Contained in the Team Startup or Transition Kit (1 of 2)
Team purpose and goals:
How we will achieve those goals and measure progress.
Team roles and interdependencies:
Interdependencies across teams; connections to other teams.
Expectations of/from the team leader.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Topics Contained in the Team Startup or Transition Kit (2 of 2)
Team working agreements:
How we will make decisions.
How we will surface and resolve disagreements.
How we will communicate with one another.
Team meetings:
How often/when we will meet.
Meeting logistics: Conference call/face to face, participants, agenda.
Meeting norms.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Process for Using the Startup Kit (Notes to Leader) (1 of 2)
Look through the following slides and complete as much as you can before meeting with the team:
A. Anything already known.
B. Anything that you know to be non-negotiable.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Process for Using the Startup Kit (Notes to Leader) (2 of 2)
Invite team members to a meeting:
Suggest at least 2–4 hours for startup topics.
Stress that this is a team startup meeting—avoid doing “business” during this time (i.e., project updates/status, problem-solving).
Provide the meeting agenda and (optional) send out slides beforehand. But don’t rush through the slides assuming everyone has read or agrees with the content.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Our Agenda for Today (1 of 2)
Purpose and objectives for this meeting.
Team member introductions.
My introduction.
Exploration of team charter, mission, purpose.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Our Agenda for Today (2 of 2)
Exploration of team goals and deliverables.
Team member roles and responsibilities.
Team norms and agreements.
Meetings.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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New Teams Experience Common Problems (1 of 3)
Confusion about the team’s objectives.
Ambiguity about team charter and goals and how they will be achieved.
Missing handoffs or duplicating work between individuals who do not understand their unique roles or interdependencies.
Unclear expectations from the leader.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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New Teams Experience Common Problems (2 of 3)
Lengthy decision-making cycles and an unclear authority for decisions.
Mismatched expectations for communication and information sharing.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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New Teams Experience Common Problems (3 of 3)
Long and unproductive meetings.
Most teams will work through these issues through trial-and-error in several months. With conscious attention to team startup, this can be reduced to days or weeks.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Goals of Rapid Team Startup
Quickly establish agreements and norms so that the team can begin to function more quickly.
Surface disagreements and misunderstandings earlier rather than later.
Clarify basic team functions: Goals, operating agreements, roles.
Begin to develop interpersonal relationships.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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What We Won’t Do in This Meeting
Share business updates or project status.
Solve problems.
We'll continue to work through these issues through the next several meetings.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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My Introduction (1 of 2)
The leader’s introduction is a time for you to set expectations early on, before problems occur. Consider these topics:
The leader’s vision of and expectations of the team (observations since taking on this role).
Leadership style (directive, consensus-oriented; your own strengths and weaknesses).
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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My Introduction (2 of 2)
“Hot buttons.”
Work preferences (communication preferences [what information do you need, how do you want it?], conflict style, decision-making style).
Personal values.
What you can expect from me.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Hot buttons: things that will frustrate you; ways to succeed on this team.
Personal values: philosophy on work-life balance, time management, ways the team should give feedback to you.
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Team Charter, Mission, Purpose
What is the purpose and charter for this team?
What are our interdependencies or connections with other teams?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Team Goals and Deliverables
What are our goals? How are they prioritized?
What are our main deliverables?
What is the timeline?
How will we measure results?
(Consider type and number of metrics, frequency and method of updates).
What are the obstacles or challenges to meeting those goals?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Team Member Roles and Responsibilities
Who is on this team?
What are our unique roles?
How do those roles intersect or connect?
How will we ask for help when we need it?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Team Norms and Agreements
How will we make decisions?
What will be our basic method of work?
How should people raise concerns or disagreements? How will we resolve these?
How will we ensure the completion of work?
How will we change things that are not working?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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How will we make decisions? Individual tasks, subcommittees, the whole team considers all topics.
How should people raise concerns or disagreements? How will we resolve these? With the team as a whole, with the leader, with each other.
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Meetings (1 of 2)
What kind of meetings will we need?
Who is expected to attend? What if absences occur?
How often will we meet?
How long will our meetings last? Is it OK to go over that time?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Meetings (2 of 2)
When will we meet?
Where will we meet?
What topics will the meetings cover?
What is the agenda and who is responsible?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Teambuilding
Stages of Team Development
Forming.
Storming.
Norming.
Performing.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Forming: low trust, confusion about team and objectives, team members cautious, disagreement rarely expressed.
Storming: Members begin to express disagreement in conflicts over goals, values, or roles, coalitions may form, emotions expressed.
Norming: increased cohesion, return to harmony but with increased trust and cooperation, less dependency on team leader, conflict management techniques used.
Performing: clarity on goals, roles, and processes, period of high productivity, team monitors its own results and effectiveness, discussions of opportunities for improvement.
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Team Diagnostic Questions (1 of 3)
What are this team’s strengths?
How are we doing against our goals?
What factors have contributed to our success?
What is getting in the way of our goal achievement?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Team Diagnostic Questions (2 of 3)
How well do we understand our unique roles and responsibilities?
How well do we collaborate in our work together?
How well do we communicate with one another?
How well do we work with other teams?
How well do we solve problems?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Team Diagnostic Questions (3 of 3)
How well do we make decisions?
How effective are our team meetings?
How do we handle disagreement or conflict?
How well do we work with the team leader?
What problems should we be working to address?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Appreciative Inquiry
Discovery.
Dream.
Design.
Destiny.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Discovery: a dialogue about strengths, best practices, accomplishments, and rewarding experiences. Topics are turned around from what is absent or not working to what the team would like to see happen more often and what is working well.
Dream: Participants look to the future to imagine how things could be, articulating and sharing their visions for the future.
Design: The team collaboratively constructs a vision for a new future and actions that move the team or organization to a desirable new point.
Destiny: Last, the discussion focuses less on action plans and spreadsheets and more on creating grassroots networks (including those beyond the team) of interested and committed parties who are empowered and who freely choose to take action on their own.
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Intergroup/Interteam Interventions (1 of 2)
Why?
Competition over limited resources.
Cultural beliefs about how things should be done.
A perception of past injustice/treatment.
One group holds a feeling of superiority over the other.
Difficulties in information sharing/communication.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Intergroup/Interteam Interventions (2 of 2)
Resolution
Increase intergroup contact.
Implement a superordinate goal.
Recategorization to develop a common identity.
Finding a common enemy.
Exchange team members.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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