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Chapter 8 Teamwork

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Ryan Kentrus

on 1 May 2013

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Transcript of Chapter 8 Teamwork

Characteristics of Effective Teams Chapter 8 Types of Teams Advantages and Disadvantages Key issues What do you think? 4 major types Groups vs Teams...
What's the Difference? Skill Set Required of a High Performance Team Technical Expertise
Problem-solving and decision-making skills
Interpersonal skills Not all team experiences are good, how do we deal with being in a dysfunctional team? A Team is a Unit of interdependent individuals with complementary skills that are committed to a common purpose and set of performance goals and to common expectations, for which they hold themselves accountable Team Norms
Team Leadership
Team cohesiveness and Interdependence
Team composition
Team Structure
Organizational Support
Team Creativity What do you think? Components of Team Effectiveness Individual Satisfaction Task Performance Social Loafing Soicial Loafing, Group Think, Cohesiveness Cohesiveness Functional, Cross-Functional, Virtual, Self Managed Virtual Self-Managed Functional Cross Functional Made up of different functional departments
Diverse base of knowledge and creativity Members are geographically distributed
New technology makes collaboration possible Autonomous teams
Usually cross-functional
Manage themselves Belongs to the same fundamental department
In decline Team Leadership and Self-managed Teams Chapter 8 Before we learn about the dysfunctions of a team and how to address them, let's review chapter 8 and see what teams are all about. As difficult as it is to build a cohesive team
it is not complicated! Members of a cohesive group tend to agree on a decision not based on merit, but because they are unwilling to risk rejection Conscious or unconscious
tendency to shirk
responsibilities Team or group sticks together What experieces have you had with teamwork? How to deal with team dysfunction Synergy

Avoids major errors

Faster, better decisions

Continuous improvement

Innovation

Stimulates self-motivation

Greater job satisfaction

Needs fulfillment Pressure to conform to group standards and conduct
Ostracized for productivity
Social loafing
Groupthink
Intergroup conflicts
Can lead to increased stress and cost while lowering group cohesion Group Think Generally Beneficial
Can lead to conflict with other teams
Team may reject outside inputs Teams output meets the needs and expectations of those who use it Group Process Degree to which members interact that allows the team to work increasingly well over time Degree to which group experience is
more satisfying or frustrating to members What team norms did you have in your LIA Teams? Must display confidence and self-sacrifice.
What are some other characteristics? Increased when:
agree on comon purpose and direction
external parties give praise
compete for rewards
members find common ground, similar attitudes, and values
members enjoy being on the team Right mix of skills, knowledge, and ability Determines the extent to which members directly control the actions of each other Effective teams have strong support from top management Helps organizations thrive and survive! 5 Dysfunctions
of a Team Leader centered model
Team centered model Self-responsibility and
Self-Accountability The Model The 5 dysfunctions form an interrelated model. In general, teamwork remains elusive
Organizations fall prey to five natural but dangerous pitfalls Innatention to results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Absence of Trust Avoidance of Accountability Lack of Commitment Fear of Conflict Inattention to results Unwillingness to be vulnerable or open Includes:
Weaknesses
Skill deficiencies
Interpersonal shortcomings
Mistakes
Requests for help There are boundaries
Each piece plays a specific role
Pieces are highly interconnected
Each peice is unique nature
The solution is fragile, easily broken
The whole is more than the sum or its parts
Some pieces are central, some are peripheral
There are natural groupings (e.g. by color)
Pieces need someone to move them
Rapid solution is aided by someone with an overall vision of the product How can we change this? Personal history exercise
Team effectiveness exercise
Personal and behavioral preference profiles (Meyers Brigg Type Indicator)
360 degree feedback
Experiencial exercises All good relationship require productive conflict to grow Distinguish productive ideological conflict from destructive fighting and interpersonal politics
Only purpose is to produce the best possible solution in the shortest period of time
Ironically, those that avoid conflict to not hurt feelings, end up encouraging dangerous tension
Is actually more efficient Mining-Extract burried disagreements

Real-time permission- If people become uncomfortable, interrupt to let them know this is necessary How to fix fear of conflict Commitment is a function of two things Clarity Buy-In Concensus: reasonable people do not need to get their way to support a decision
They only need to know that their opinions were considered
Avoid seeking concensus! Certainty: Great teams pride themselves on being able to unite behind a decision and commit to a clear course of action
Don't delay important decisions
Don't waiver on your decisions Fix it Cascading messaging- review key decisions and what needs to be communicated to employees

Deadlines- Simple tool. Honor your dates with discipline and rigidity

Contingency and Worst Case Scenario analysis- Helps reduce fears and build commitment Accountability is a buzzword, like empowerment and quality Willingness of team members to call their peers on performance or behaviors that might hurt the team. Don't let team members down, peer pressure
We fear jeopardizing relationships Fix it Publication of goals and standards- The enemy of accountability is ambiguity

Simple and regular progress reviews

Team rewards The ultimate dysfunction is for members to care about something other than the goals of the group Results are not limited to financial measures like profit, revenue, or shareholder returns Team Status Individual Status Being part of the group is enough to be satisfied- non profits Focus on enhancing their own positions Fix it Public Declaration of Results - Teams that commit publicly to specific results are more passionate

Results-based Rewards - Tie rewards, especially compensation, to specific outcomes
Full transcript