management case analysis

胡悦瑜�

creating cohesion: Movie Clip

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Remember the Titans (2000) Context for the clip: • 1971 – a court order required 3 high

schools to integrate their student bodies

• the movie tells the trials and tribulations of the newly integrated football team, with students on both sides being angry and confused at first

• under the joint leadership if coaches Boone and Yoast, the team went on to win the Virginia State Championship

creating cohesion in teams

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shared team identity + purpose1

shared enemy/opponent2

shared norms & rituals 3

shared space & objects4

reinforce and make salient the other shared attributes

focus on “norms & rituals”

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NASA mission to mars team research: 6 crew members lived and worked for 4 to 12month in isolation in mock-MARS facility on Hawaii volcano for long-term food and team dynamics study

takeaways from mission commanders: it’s all about crafting mechanism for positive mutual engagement (creating enjoyable interactions, joint activities), e.g.: • joint morning briefing and all members share plan for the day, • invite to spend part of the day in shared room (even when you

don’t have to work with someone on something) • use a bad day may bring you closer together (shared challenge) • make your own fun (band, karaoke, dancing, sports, etc.) • acknowledge that we can sometimes become really annoyed

with our colleagues

see: hi-seas.org youtube: https://youtu.be/ZfS_2qMgxYw?t=5m56s http://www.nytimes.com/2016/09/01/science/how-to-win-friends-and-influence-people-on-fake-mars.html?_r=0

creates opportunities for spontaneous communication, mutual understanding/empathy, etc.

Team Emotional Intelligence “Ability to develop a set of norms that manage emotional processes so as to

cultivate trust, group identity, and group efficacy” 3 levels 6 dimensions 9 norms

Individual Group awareness of members Interpersonal understanding (e.g. checking in; taking time to get to know one another)

Group management of members Confronting members who break the norms (e.g. creating playful devices for calling out errant behaviors)

Caring Behaviors (e.g. displays of mutual respect; emotional support; validating members’ contributions)

Group Group self-awareness Team self-evaluation (e.g. schedule time to examine team effectiveness; acknowledge and discuss team moods)

Group self-management Creating resources for working with emotions (e.g. creating fun ways to acknowledge and manage tensions/stress)

Creating an affirmative environment (e.g. being optimistic – we can get through this; focusing on problem- solving vs. blaming)

Proactive problem-solving (e.g. anticipating problems)

Cross-boundary (external)

Group social awareness Organizational understanding (e.g. finding out needs and concerns of others outside the team; assessing congruence of team actions with the organization’s culture and politics)

Group management of external relationships

Building external relationships (e.g. providing support for other teams; inviting people who may have a stake in what you’re doing)

source: Druskat & Wolff, Building the emotional Intelligence of Groups, HBR 2001

4. FOCUS ON PRACTICE: THE TEAM CONTRACT

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team performance scorecard

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+ =team composition & setup

• members • competencies, motivation,

etc. • member diversity • social capital / relationships

among members • resources

• budget, space, material, etc.

• context • situational factors, stress,

etc.

team processes & dynamics

• cooperation issues (level of members’ contributions to the team)

• coordination issues (organization of work in the team; e.g. through roles, plans, etc.)

team outcomes

• collective outcomes • work result / task

accomplishment • social/emotional outcomes

(reputation, social capital in the team etc.)

• individual outcomes • learning (vicarious learning

from members, experiential learning)

• motivation

TEAM CONTRACT

suggestions for team contract

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(BRIEF social / behavioral guidance) (DETAILED administrative / technical guidance)

• deliverables • task assignments /

responsibilities • milestones • tools • etc.

!

project planteam contract

particularly important for “leaderless” teams

commitments (first principles…) • indiv. accountability • interaction + participation • communication + coordination

contingencies (what if…) • conflict resolution • infractions + escalation

GOALS (+ standards of success)

reviews + revisions of contractreviews + revisions of contract

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has to be developed jointly by the team: it’s ineffective when imposed, should not be based on a ready made template

needs to be reviewed and revised: i.e. “living document”, especially for new teams

should be reasonably brief and concise: too long contracts (>3 pages) are less likely to be used (nobody remembers all the details), and can breed bureaucracy (“let me check the contract first…”)

team contract has to be a “living document”