Personal Reflection Paper

Lecture 1: Leading Teams and Teamwork

Lecture 2: Managing Conflict

Module 12: Leading Teams (Chapter 10)

Lecture 1: Leading Teams and Teamwork

Lecture 2: Managing Conflict

Module 12: Leading Teams

Lecture 1 Objec9ves

•  Differen1ate “Team” from “Group” •  Review Team Effec1veness from Three Views:

•  Five Dysfunc1ons •  High Performance Teams •  Team Competency

•  Explain the Stages of Team Development •  Discuss Issues Associated with Virtual Teams

Popularity of Teams

Teams outperform individuals ac9ng alone

•  Especially when performance requires:

ü  mul1ple skills

ü  judgments

ü  experiences

Value of Teams

•  Improved produc1vity and quality •  Greater flexibility and speed

•  FlaRer management structure •  BeRer employee involvement and sa1sfac1on

•  Lower turnover

2 of 5 with No Fatal Flaws

Difficulty Building and Leading a Team

Findings Regarding Teams

•  A demanding performance challenge tends to create a team

•  Most organiza1ons prefer individual to team accountability

•  Teams at the top are the most difficult

•  High-performance teams are extremely rare

•  The disciplined applica1on of “team basics” is oIen neglected

The Wisdom of Teams, Katzenbach & Smith

Kinds of Teams

ü Con1nuous Improvement Team ü Cross-func1onal Team ü Problem-solving Team

ü Produc1on Team ü Project Team

ü Tiger Team ü Self-managed Team ü Top-management Team

ü Virtual Team ü Work Team

Evolu9on of Teams and Team Leadership

Crowds & Groups & Teams

Collec1on of People

Crowds & Groups & Teams

Collec1on of People

James Surowiecki, The Wisdom of Crowds

Crowds & Groups & Teams

Collec1on of People

Two or more people who share collec1ve norms, goals and a common iden1ty

Crowds & Groups & Teams

Collec1on of People

Two or more people who share collec1ve norms, goals and a common iden1ty

Unit of two or more people who interact and

coordinate their work to accomplish a shared goal or purpose

Team

Unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose

Dependency

Track Team Dependent Basketball Team Independent Baseball Team Interdependent

Dependency

Track Team Dependent Basketball Team Independent Baseball Team Interdependent

Dilemma for Team Members

•  Have to give up their independence

•  Have to put up with free riders

Free rider: Team member who aRains benefits from team membership but does not ac1vely par1cipate in and contribute to the team’s work

- Referred to as social loafing

•  Some1mes, are part of a dysfunc1onal team

Self-Assessment “Individual or Team?”

Complete:

Leader’s Self-Insight 10.1

Five Common Dysfunc9ons

Source: Based on Patrick Lencioni, The Five Dysfunctions of a Team (New York: John Wiley & Sons, 2002)

Leading a Team to High Performance

Support and coaching

Decision authority over how to achieve

goals

Streamlined team size

Diversity of skills and unambiguous

roles

Compelling purpose, clear objec1ves, and

explicit metrics

Team Competencies

Goal se`ng and performance management

Planning and coordina1on

Collabora1ve problem solving

Communica1on

Conflict resolu1on

Stages of Team Development

Sources: Based on the stages of small group development in Bruce W. Tuckman, “Developmental Sequence in Small Groups,” Psychological Bulletin 63 (1965), pp. 384–399; and B.W. Tuckman and M.A. Jensen, “Stages of Small Group Development Revisited,” Group and Organizational Studies 2 (1977), pp. 419–427

Team Cohesiveness

Extent to which members are a\racted to and mo9vated to remain in the team

•  Determinants

ü  Team interac1on ü  Shared goals ü  Personal aRrac1on

•  Presence of compe11on and team success influence group cohesiveness

Consequences of Cohesiveness

•  Higher morale due to: ü  Greater communica1on ü  Friendly team climate ü  Loyalty ü  Maintenance of membership ü  Member par1cipa1on in team decisions and ac1vi1es

•  Be\er performance leading to: ü  Greater produc1vity ü  BeRer member sa1sfac1on ü  Greater employee energy and crea1vity

Self-Directed Teams

Made up of members who work with minimum supervision and rotate jobs to produce a complete product or service

ü  Have access to informa1on and resources and decision-making authority

ü  Do not always have full autonomy

ü  Work with minimal supervision

ü  Elect one among them as a leader

Virtual Teams

Geographically or organiza9onally dispersed members sharing a common purpose

Linked through advanced informa1on and telecommunica1ons

technologies

Global team: Culturally diverse members who live and work in different countries and coordinate some part of their ac1vi1es on a

global basis

Differences of Conven9onal, Virtual and

Global Teams

Virtual Teams

Advantages •  Quickly assembles a

talented group of people to complete a complex project

•  Solves a difficult problem, or exploits a specific strategic opportunity

•  Diversity can fuel creativity and innovation

•  Saves time and travel expenses

Disadvantages •  Delays in meeting

deadlines

•  Little supervision and greater trust on team members

•  Greater focus on results than the process

•  Provides guidance, encouragement, and support with little control

Skills of a Successful Virtual Team Leader

Selec1ng the right team members

Star1ng off right

Using technology to build rela1onships

Agreeing on ground rules

VIDEO

“Patrick Lencioni: Five Dysfunc9ons of a Team”