Chapter 11Chapter 11

Teamwork,Teamwork,Organization, and Organization, and CommunicationsCommunications

Human Human RelationsRelations

Playing to WIN!

TEAMWORK AT WORK

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The Four Primary Types: Problem-Solving Teams Vertical Teams Horizontal Teams Special Purpose Teams

Various Team Groupings:

Functional Teams

Cross-functional Teams

Self-Directed Teams

Task Forces

Committees

Virtual Teams

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Orientation Dissatisfaction Resolution Production

GDS1 GDS2 GDS3 GDS4

Low

Mor

ale

Hig

h

Low

Wor

kH

igh

Socio-emotionaltone (morale)

Amount of work

Forming Storming Performing Adjourning

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Stage 1. Orientation Low development level (D1) High commitment Low competence Anxiety

Stage 2. Dissatisfaction Moderate development level

(D2) Lower commitment Some competence Frustration

Stage 3. Resolution High development level (D3) Variable commitment High competence Improved satisfaction

Stage 4. Production Outstanding development

level (D4) High commitment High competence Satisfaction

Stage 5. Termination Same as reorganization in

functional groups If full development has

occurred, sadness is experienced.

If team has not developed, relief is often felt.

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Team Conflict Identifying the Conflict Getting conflicts out into the open

and going through the process of Conflict Resolution

Realizing that no one person is responsible for the team.

The responsibility rests with everyone

Being there for each other to help and support

Reviewing the goals and vision Knowing the Team Benefits and

Costs

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The Talker Slow down without

“shutting up”▪ Nominal group method▪ Rotation method▪ Penny method

The Silent Member Encourage

participation▪ Nominal group method▪ Rotation method

The Wanderer Redirect focus of group

▪ Ask group pertinent question

▪ “Let’s get back to the issue at hand.”

The Bored Member Get involved in meeting

▪ Assign participatory task, such as recording ideas on the board

▪ Call on them The Arguer

Avoid win-lose arguments▪ Cut off personal arguments▪ Bring others into

arguments to create discussion.

▪ Never argue The Free Rider

Assign them a task and due date

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Objective clarifiers Role is to be sure everyone understands the

objective. Planners

Role is to determine how the objective will be met. Organizers

Role is to assign and coordinate the resources. Leaders

Role is to influence members through direction as the task is performed.

Controllers Role is to take corrective action to ensure the

objective is achieved.

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Have you ever been on a team that was having difficulty working together? What was that like?

Did you experience some of the “Problem Team Members” identified in our discussion? What types of problems were occurring and what did you do to solve them?

In the Individual Task Roles where do you see yourself contributing to the team?

Roles: shared expectations of how group members will fulfill the requirements of their position.Task roles: the things group members do and say that directly aid in the accomplishment of its objective(s).Maintenance roles: the things group members do and say to develop and sustain group dynamics.Self-interest roles: the things members do and say in order to meet their own needs/objectives at the expense of the team.

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Formers Role is to get the members involved and committed to the

group. Consensus seekers

Role is to get members’ input and agreement on group decisions.

Harmonizers Role is to help members resolve conflicts so that they do not

interfere with group performance.

Gatekeepers Role is to see that appropriate norms are developed and

enforced. Encouragers

Role is to be supportive, friendly, and responsive to the needs of the members.

Compromisers Role is to modify or to get others to modify their positions in

the interest of cohesiveness.

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D1 Low DevelopmentHigh commitment / low competence

D1 Low DevelopmentHigh commitment / low competence

D2 Moderate DevelopmentLow commitment / some competence

D2 Moderate DevelopmentLow commitment / some competence

D3 High DevelopmentVariable commitment / high competence

D3 High DevelopmentVariable commitment / high competence

D4 Outstanding DevelopmentHigh commitment / high competence

D4 Outstanding DevelopmentHigh commitment / high competence

S-A AutocraticHigh task / low maintenance

S-A AutocraticHigh task / low maintenance

S-C ConsultativeHigh task / high maintenance

S-C ConsultativeHigh task / high maintenance

S-P ParticipativeLow task / high maintenance

S-P ParticipativeLow task / high maintenance

S-L Laissez-faireLow task / low maintenance

S-L Laissez-faireLow task / low maintenance

Group Development Stage (D) Supervisory Styles/Roles (S)

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Teams and Creative Problem Solving

1. Think of a situation that you’ve been in that required a great deal of challenge, skill, ability, thought and time in order to make a decision.

2. Without details of the situation, think of the processes that you went through in order to solve the problem and make a decision.

3. Now, write down the actual process that you went through in order to make decisions and solve the problem.

4. What strategies and methods did you use?

Thoughts, Ideas and Practice

Decision-making

As defined by Baker et al in their 2001 study, “efficient decision-making involves a series of steps that require the input of information at different stages of the process, as well as a process for feedback”.

Decisions

• Made up of a composite of information, data, facts and belief.

• Data by itself does not constitute useful information unless it is analyzed and processed.

• Decisions made today effect tomorrow!

Is the Problem really the problem? Problems are often the symptom and not the true problem.

Urgency – How quickly does this need to be resolved?

If a decision is made today, how will it effect tomorrow?

Is only as good as the data that informed it

Is only as good as it is an informed one

Is only as good as the system which exists to implement

Is only good if you have the means to implement it

Is only good if other people understand it and what it means

STEP 1Define the problem

STEP 3Establish goals that solving the problem should accomplish

STEP 4Identify alternatives that will solve the problem

STEP 5Develop valuation criteria based on the goals

STEP 6Select a decision-making Tool

STEP 7Apply the tool to select apreferred alternative

STEP 8Check the answerto make sure itsolves the problem

The Decision-making Process (adapted from Baker et al, 2001)

STEP 2Determine the requirements that the solution to the problem must meet

Creativity: the ability to develop unique alternatives to solve problems.

The four stages in the creative process:1.Preparation2.Possible solutions3.Incubation4.Evaluation

Brainstorming: the process of suggesting many alternatives, without evaluation, to solve a problem.

Synetics: the process of generating novel alternatives through role playing and fantasizing.

Nominal grouping: the process of generating and evaluating alternatives through a structured voting method.

Consensus mapping: the process of developing a group solution to a problem.

Delphi technique: polls a group through a series of anonymous questionnaires.

Advantages Better decisions. More alternatives. Acceptance. Morale.

Disadvantages Time increases. Domination. Conformity and groupthink. Responsibility and social

loafing.

Additional technique:Additional technique:

Devil’s advocate techniqueDevil’s advocate technique:: One who argues against a One who argues against a cause or position, not as a committed opponent but simply cause or position, not as a committed opponent but simply for the sake of argument or to determine the validity of the for the sake of argument or to determine the validity of the cause or position. cause or position.

Variables influencingparticipation in

problem solving and decision making

Variables influencingparticipation in

problem solving and decision making

Information

CapabilityAcceptance

Time