Describe the five stages of Tuckman’s theory of group development.

Contrast roles and norms, and specify four reasons norms are enforced in organizations.

Explain how a workgroup becomes a team, and identify five teamwork competencies.

List at least four things managers can do to build trust.

Describe self-managed teams and virtual teams. Describe groupthink, and identify at least four of its

symptoms.

Effective Groups and Teamwork

Learning Objectives

Chapter Ten

Group: two or more freely interacting people with shared norms and goals and a common identity.

Formal group: formed by the organization. Informal group: formed by friends.

10-1

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Formal and Informal Groups

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10-2 Table 10-1

Formal Groups Fulfill Organizationaland Individual Functions

Socialize and train newcomers.

Implement complex decisions.

Provide a problem-solving mechanism for complex problems requiring varied information and assessments.

Coordinate interdepartmental efforts.

Generate new or creative ideas and solutions.

Accomplish complex, interdependent tasks that are beyond the capabilities of individuals.

Organizational Functions

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10-3 Table 10-1

Formal Groups Fulfill Organizationaland Individual Functions (Cont.)

Provide a problem-solving mechanism for personal and interpersonal problems.

Reduce the individual’s anxieties and feelings of insecurity and powerlessness.

Give individuals an opportunity to test and share their perceptions of social reality.

Develop, enhance, and confirm the individual’s self—esteem and sense of identity.

Satisfy the individual’s need for affiliation.

Individual Functions

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10-4 Figure 10-1

Tuckman’s Five-Stage Theory of GroupDevelopment

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PerformingAdjourning

Norming

Storming

Forming

Return toIndependence

Dependence/interdependence

Independence

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10-5 Figure 10-1

Tuckman’s Five-Stage Theory of GroupDevelopment (Cont.)

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Forming Storming Norming Performing

Individual Issues

“How do I fit in?”

“What’s my role here?”

“What do the others expect me

to do?”

“How can I best

perform my role?”

“What’s next?”

Group Issues

“Why are we

here?”

“Why are we fighting over who is in charge and who

does what?”

“Can we agree on roles and work as a

team?”

“Can we do the job

properly?”

“Can we help

members transition

out?”

10-6 Table 10-2

Group Member Roles

Performs “group memory” function by documenting discussion and outcomes

Recorder

Performs routine duties Procedural technician

Tests groups accomplishments with various criteria such as logic and practicality

Evaluator

Keeps group headed toward its stated goal(s).Orienter

Task Roles

Coordinator Pulls together ideas and suggestions

Elaborator Promotes greater understanding through examples or exploration of implications

Opinion seeker/giver Clarifies pertinent values

Information seeker/giver Clarifies key issues

Intiator Suggests new goal or ideas

Description

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Prods group to move along or to accomplish more

Energizer

10-7 Table 10-2

Group Member Roles (Cont.)

Serves as a passive audienceFollower

Records and comments on group processes/dynamics

Commentator

Maintenance Roles

Standard setter Evaluates the quality of group process

Gatekeeper Encouragers all group members to participate

Compromiser Helps resolve conflict by meeting others “half way”

Harmonizer Mediates conflict through reconciling or humor

Encourager Fosters group solidarity by accepting and praising various points of view

Description

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Norm: shared attitudes, opinions, feelings, or actions that guide social behavior.

How norms are developed: Explicit statements by supervisors or co-workers Critical events in the group’s history Primacy Carryover behaviors from past situations

Why norms are enforced: Help the group or organization survive Clarify or simplify behavioral expectations Help individuals avoid embarrassing situations Clarify the group’s or organization’s central values

and/or unique identity

10-8

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Norms

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Team: small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach.

A group becomes a team when the following are met: Leadership becomes a shared activity Accountability shifts from strictly individual to both

individual and collective The group develops its own purpose or mission Problem solving becomes a way of life, not a part-time

activity Effectiveness is measured by the group’s collective

outcomes and products

10-9

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Teams

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Trust: reciprocal faith in other’ intentions and behavior.

Three Dimensions of Trust: Overall trust Emotional trust Reliableness

10-10

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Trust

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1. Communication.

2. Support.

3. Respect.

4. Fairness.

5. Predictability.

6. Competence.

10-11

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How to Build Trust

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Relating Scouting Persuading Empowering

10-12

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Indirect Influence Tactics of Self-Managed Teams

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Virtual team: information technology allows group members in different locations to conduct business.

10-13

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Virtual Teams

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Groupthink: Janis’s term for cohesive in-group’s unwillingness to realistically view alternatives.

Symptoms: Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards

10-14

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Threats to Group and Team Effectiveness

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Social Loafing: decrease in individual effort as group size increases.

Explanations: Equity of effort Loss of personal accountability Motivational loss due to sharing of rewards Coordination loss as more people perform the

task

10-15

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Threats to Group and Team Effectiveness (Cont.)

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