Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Chapter 8
Team Effectiveness and Diversity
8-3
Team Effectiveness
• Teams in the workplace
• Myths of teamwork
• When do teams make sense?
• High performing teams
8-4
High Performing Teams
• The high performance team scorecard
• The disciplines of high performing teams
8-5
The High Performance Team Scorecard
• Production output
• Member satisfaction
• Capacity for continued cooperation
8-6
The Disciplines of High Performing Teams
• Small size
• Capable and complementary members
• Shared purpose and performance objectives
• Productive norms and working approach
• Mutual accountability
8-9
Managing Threats to Team Performance
• Risky shift
• Innocent bystander
• Choking
• Escalation of commitment
8-10
Managing Threats to Team Performance
• Information processing biases
• Social loafing
• Social pressures to conform
8-12
Managing Diversity
• Cultural differences
• Gender communication differences
• Generational differences
8-13
Cultural Differences
• Power distance
• Individualism vs. collectivism
• Achievement vs. nurturing orientation
• Uncertainty avoidance
• Long-term vs. short-term orientation
8-15
Make a Diverse Team Productive
• Heighten attention to good management fundamentals
• Heighten attention to good team fundamentals
• Actively challenge your assumptions
• Increase communication
8-16
Effective Team Interventions
• Understanding member profiles
• Building team cohesion
• Conducting after action reports and process checks
• Dealing directly with a free rider