Ch 6 Team Building_1

Ch 6 Team Building_1 - Developing Developing Effective...

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Developing Developing Effective Teams Rothwell and Foley Chapter 6 Teams Teams Small number of people Complementary skills Interdependent unit Committed to a mission Hold each other accountable Four Components of Teams Four Collaborative interdependence Stronger group identity Teams require more time and resources than groups Diverse skills • complementary ­ not identical ­ skills • Group names, logos, uniforms, dedicated space Team Identity Team Mission and Vision Solidarity symbols Language, jargon and “team talk” Accountability Team stories Accountability Accountability A team norm An individual responsibility Requires a cooperative, supportive climate Mutual performance monitoring Catch errors, judgment lapses, slip­ups • Descriptive rather than accusatory feedback Raise all members to standards of quality Team Slayers Team Egocentrism (No “I” in Team) • “Me first” attitude • Fosters defensiveness Cynicism • “Can’t do” attitude Effects of rank and hierarchy (think Maier) Team Member Removal • last resort after efforts to affect attitude and behavior Team Builders: Team Core Competencies Attitude, Aptitude, Behavior Experience, knowledge, problem­solving Cultural Diversity • Advantage NOT disadvantage • Complementary skills & knowledge Building collaborative interdependence through communication skills Benefits of a “handpicked” team Communication Skills Training Communication Not just “feel good” seminars Not Task­relevant Reflexivity Ethics Leadership Conflict resolution Constructive feedback Collaborative problem solving Goal setting Planning and task coordination Performance management The Four “C’s” of Goals Clear • • • • • Cooperative Defining the charge Visualizing the finished product Objectives, metrics, benchmarks Enhances team performance Superordinate goals: team success valued over individual goals The Four “C’s” of Goals Challenging • • Commitment “Rising to the occasion” Encourage engagement with a shared mission • Encourage interdependence • Shared commitment to quality • Joint goal setting Four Dimensions of Four Team Empowerment Group Potency Meaningfulness Autonomy Impact • • • Freedom, independence, creativity Creating change Accomplishing objectives and goals Characteristics of Characteristics Empowered Teams Organizational commitment Set their own goals and rules Members may control their schedules Design their own workspace Share space equitably Establish norms of behavior (Rothwell, p. 200) Characteristics of Characteristics Empowered Teams Accountable for and to the team Exercise emergent leadership and limited hierarchy Members control team membership Train in collaborative and supportive communication Democratic and participative decision making Negotiate consensus (Rothwell, p. 200, [plus a little]) A Distributed Model of Distributed Emergent Leadership in SMTs (Barry, 1991) Each member has certain leadership qualities that will be needed as the group evolves The Four Leadership “Clusters” The Envisioning Organizing Spanning Social Envisioning Leadership Envisioning Traits, behaviors and skills • Creates new and compelling visions • Facilitates idea generation and innovation • Defines and champions goals • Systems thinking • Fosters frame breaking thinking • Helps others in the group achieve • Fosters group ownership of central ideas Avoids egotism Organizing Leadership Organizing • Traits, behaviors and skills • • • • • • Details Timelines Efficiency Structure Predictability Goal oriented Avoids stifling creativity Spanning Leadership Spanning Bridges to outside groups and people Traits, behaviors and skills • • • • • • Networking Presentation management Promoting team image to outsiders Intelligence gathering Politically astute Identifying and securing resources • Negotiating Avoids distancing from team Social Leadership Social Traits, behaviors and skills Surfaces needs and concerns Assures people are heard Interprets and paraphrases others’ views Sensitive to emotions and energy Encourages and reinforces members efforts Respects and uses individual difference for team’s good Mediates conflicts Injects humor and fun ...
View Full Document

This note was uploaded on 02/28/2011 for the course COM 230 taught by Professor ? during the Spring '06 term at ASU.

Ask a homework question - tutors are online