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NeckOBPPT07-PARTII.pptxA Model of Team Effectiveness: Processes and Outcomes
Figure 7.4: The Tuckman Model of Team Development
Neck, Organizational Behavior. © SAGE Publications, 2017.
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SOURCE: Tuckman, Bruce. “Developmental Sequence in Small Groups.” Psychological Bulletin 63 (1965): 384−399.
When teams first come together they go through a number of stages in the process of becoming a team. In his original model of group development in 1965, psychologist Bruce Tuckman named the stages “forming, storming, norming, and performing” (Fig. 7.2). Forming – In the first stage of group development the members meet for the first time, get to know each other, and try to understand where they fit within the team structure. During this period, team members will be polite to each other and tend to avoid conflict. Storming – After a period of time, tensions may arise between members and different personalities might clash, leading to conflict within the team. Norming - The team members resolve the conflict and begin to work well together and become more cohesive. Performing – The team becomes invested in achieving its goals and operates as a unit. At this stage, there is high loyalty and trust between members. Adjourning – when individuals either leave the team or have no reason to be in further contact with their team mates – successfully completing a group project, for example. Twelve years later, Tuckman created a fifth stage called “adjourning”.
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A Model of Team Effectiveness: Processes and Outcomes
Team Norms
Norms refer to the informal rules of behavior that govern the team.
Accepted by team members.
Neck, Organizational Behavior. © SAGE Publications, 2017.
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Norms refer to the informal rules of behavior that govern the team. These can include things such as the length of a lunch hour, attention to detail, or dress code of this is not a matter of policy.
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A Model of Team Effectiveness: Processes and Outcomes
Team Cohesion
Cohesion is the degree to which team members connect (i.e., social liking) with each other.
Neck, Organizational Behavior. © SAGE Publications, 2017.
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Teams are also distinguished by their level of cohesion or the degree to which team members connect with each other, within the team. In most cases, cohesiveness is essential for team effectiveness because it encourages members to work together to reach the same goal. However, too much cohesion can lead to lack of accountability and decision-making.
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A Model of Team Effectiveness: Processes and Outcomes
Synergy: Process Gains and Losses
Synergy is the interaction that makes the total amount of work produced by a team greater than the amount of work produced by individual members working independently.
Neck, Organizational Behavior. © SAGE Publications, 2017.
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Synergy refers to the interaction that makes the total amount of work produced by a team greater than the amount of work produced by individual members working independently.
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A Model of Team Effectiveness: Processes and Outcomes
Synergy: Process Gains and Losses
Figure 7.5: A Model of Process Gains and Losses
Neck, Organizational Behavior. © SAGE Publications, 2017.
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SOURCES: Based on Miner, Frederick C. “Group versus Individual Decision Making: An Investigation of Performance Measures, Decision Strategies, and Process Losses/Gains.” Organizational Behavior and Human Performance 33, no. 1 (February 1984): 112−124; Steiner, Ivan D, “Models for Inferring Relationships Between Group Size and Potential Group Productivity,” Behavioral Science 11, no. 4 (1966): 273−283.
Process gains, which are the degree to which certain factors contribute to team effectiveness. Process gains include: a sense of shared purpose, plans, and goals; the confidence team members have in their own abilities to achieve objectives; a shared vision of the way the work should be carried out; and constructive task-focused conflict, which can help teams with their problem-solving and decision-making. Brian concludes that the purchasing team members have the skills to complete their tasks but do not share a vision of how these tasks should be performed. Process losses, the factors that detract from team effectiveness. Process losses include: social loafing, which is the reduced effort people exert in a group compared to the amount they supply when working independently; personality clashes or unproductive conflict; and the inability to focus on certain tasks.
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A Model of Team Effectiveness: Processes and Outcomes
Actual Group Effectiveness
Social facilitation.
Favorable outcomes.
Neck, Organizational Behavior. © SAGE Publications, 2017.
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There are two factors which contribute to actual group effectiveness. The first factor is social facilitation, which occurs when individuals perform tasks better in the presence of others. However, social facilitation applies to simple rather than complex or novel tasks. For example, you may play soccer better when people are watching, but you might not be able to cook a meal as easily in front of an audience!
Another factor that contributes to group effectiveness is the number of favorable outcomes a team engineers. Effective teams usually produce high-quality goods and services, a satisfied customer base, a capacity to consistently work well together, and a high degree of team member satisfaction.
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Team Decision Making
Groupthink is a psychological phenomenon in which people in a cohesive group go along with the group consensus rather than offering their own opinions.
Neck, Organizational Behavior. © SAGE Publications, 2017.
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Groupthink is a psychological phenomenon in which people in a cohesive group go along with the group consensus rather than offering their own opinions. Groupthink is a major disadvantage to team decision-making, because the team members are more concerned with preserving harmony in the group than with risking opinions that may cause conflict or offense. Being in this kind of group confers an illusion of immunity, an “us against the world” view that the group members know better than outsiders even given evidence to the contrary.
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Team Decision Making
Team Decision Approaches
Brainstorming is generating creative, spontaneous ideas from all members of a group without making any initial criticism or judgment of them.
Neck, Organizational Behavior. © SAGE Publications, 2017.
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Brainstorming is generating creative, spontaneous ideas from all members of a group without making any initial criticism or judgment of them. “I think that’s a great idea!” he says. “What do you think?” he addresses the rest of the group, who nod in response. “We’d like to hear all your ideas. The more imaginative and creative, the better. We’re looking for original solutions here.”
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Team Decision Making
Team Decision Approaches
The Nominal Group Technique is a structured way for team members to generate ideas and identify solutions.
Neck, Organizational Behavior. © SAGE Publications, 2017.
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The Nominal Group Technique is a structured way for team members to generate ideas and identify solutions. Each member is asked the same question in relation to a work issue and requested to write as many answers as possible. Answers are read aloud and recorded for discussion. Then the ideas are put to the vote. No criticism or judgment of any ideas is allowed.
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Team Decision Making
Team Decision Approaches
The Delphi technique is a method of decision-making in which information is gathered from a group of respondents within their area of expertise.
Neck, Organizational Behavior. © SAGE Publications, 2017.
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The Delphi technique is a method of decision-making in which information is gathered from a group of respondents within their area of expertise. 34. Questionnaires are sent to a select group of experts, whose responses are collated and reviewed, and then a summary is returned to the group with a follow-up questionnaire. Again, the experts provide their answers. The process continues until the group agrees on a common answer and a decision is reached.
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