At least 500 words
Lucyya
chapter2TEAMCHANGE.pptx
Team Change
Steven H Kim
What is a Group and When is it a Team?
| Group | Team or Work Group |
| Indeterminate size | Restricted in size |
| Common interest | Common overarching objectives |
| Sense of being part of something or seen as being part of something | Interaction between members to accomplish individual and group goals |
| Interdependent as much as individuals might wish to be | Interdependency between members to accomplish individual and group goals |
| May have no responsibilities other than a sense of belonging to the group | Shared responsibilities |
| May have no accountabilities other than ‘contractual’ ones | Individual accountabilities |
| A group does not necessarily have any work to do or goals to accomplish | The team works together, physically or virtually |
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 62.
Why we need Teams?
Uncertainty – Different skill sets
Innovation (CREATIVITY) - Diversity of perspectives
Groups
More than just a collection of people.
some reasons for existence
purpose
a goal
Interact with each other.
Members recognize their membership.
Groups
There are formal and informal rules that help in controlling the interactions
The group satisfies physical and psychological needs
Psychological perspective
Social identification-refers to the recognition that a group exists, separate from others.
Social representation-the shared beliefs, ideas, and value that people have about the world.
TEAMS
Teams are a SPECIAL type of group
Teams are simply groups in WORK settings
Require COORDINATED interactions to accomplish certain tasks
sports or work activities
Defined ROLES/FUNCTIONS
Members have SPECIALIZED KNOWLEDGE, SKILLS and abilities related to their tasks.
Differences between teams and groups cont…
GROUPS HAVE A COMMON PURPOSE
But TEAMS have PERFORMANCE GOALS CONNECTED TO PURPOSE
Everyone in the team is held mutually ACCOUNTABLE
Teams limited to a fairly small number
complementary skills who interact
Differences between teams and groups cont…
Team must ACTIVELY COOPERATE to achieve its goals.
A team needs to have INDEPENDENCE, responsibility, and the power to operate.
It must be EMPOWERED to have some authority to act on its own.
Types of Organizational Teams
WORK teams
one person manages a group of individuals
SELF-MANAGED teams
no direct manager
PARALLEL team
Not part of Hierarchy.
Run parallel to hierarchy
PROJECT team
Formed for a SPECIFIC purpose for a period of TIME
Team Effectiveness
TASK
SOCIAL
INDIVIDUAL
Team Effectiveness IMPROVING TASK
VISION: WHERE
PLAN: HOW
GOALS: WHAT
Improve TASK cont.
ROLES – everyone knows what each other’s roles are
OPERATING process – Agreed upon NORMS
a. frequency of meetings
b. How the team makes decisions
c. Rules for discussion/interaction
d. Conflict management
e. Reward distribution
Team Effectiveness: INTERPERSONAL relationships
COMMUNICATION : roles, purpose, unity for goal/task completion
OPEN DIALOGUE : participation safety (psychological safety)
FEEDBACK : give and receive
CONFLICT RESOLUTION : manage and resolve conflicts
Team effectiveness: Individual Development
Learning from others (i.e. SKILL DEVELOPMENT)
Differing perspectives
Promotional opportunities for being a TEAM PLAYER
Reward TEAM contributions
Tuckman’s Model https://culcgloria.wordpress.com/2016/04/01/blog-2-challenge-of-managing-diverse-team/
TUCKMAN: FORMING
What is our PURPOSE?
What are our ROLES?
How will be WORK together?
What are the RULES?
Tuckman: STORMING
Why are we doing that?
Who is the leader?
That doesn’t make sense?
What qualifications does she/he have to be a leader?
I don’t know if I can work with these people?
Does the organization even CARE about what we are doing?
Conflict is an opportunity!
Conflict is NATURAL
Conflict is HEALTHY
Conflict is IMPORTANT
Conflict is a PATHWAY to greater UNDERSTANDING
WHAT LEADERS MUST BE AWARE OF DURING CHANGE
DEPENDENCY
Tell me what to do
CONFLICT
“PECKING ORDER”
Who’s who
COHESION/COZINESS
Be aware that TOO MUCH COHESION decreases INNOVATION and ACCOUNTABLILITY
CONFLICT
Issues with POWER and AUTHORITY
Leaders must BUILD TRUST
Open
Honest
Safe environment
RESPECT viewpoints
Conflict, challenges – often provide opportunity for INNOVATION
Tuckman: NORMING
SETTLES DOWN
“ROUTINE”, “NORMS”
Some MOVE BACK and FORTH from storming and norming
NORMING TO PERFORMING
COHESION
COLLABORATION
UNITED PURPOSE
INTERDEPENDENCE
Team Dynamics: INDIVIDUAL PERSONALITIES
More similar team members
REACH COMMON UNDERSTANDING QUICKER
QUICKER DECISIONS MADE
INCREASE PROBABILITY OF ERROR IN JUDGEMENT
Diversity of personality types
Longer the decision making process
More viewpoints and opinions
If differing viewpoints are valued: LESS CONFLICT
Greater opportunity for PROBLEM SOLVING and CREATIVITY
MBTI and TEAMS
MANAGEMENT TEAMS IN USA, AND UK
Fewer FEELING types
Fewer PERCEIVING types
Less likely to WORRY ABOUT CHANGE EFFECTS ON PEOPLE
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