Team Dynamics Workshop By Kadire Zeynep Sayım Faculty of Business Administration.
Post on 28-Jan-2016
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Team Dynamics WorkshopBy Kadire Zeynep Sayım
Faculty of Business Administration
Objectives of this workshop
Why teams?
Teams versus groups: Differences?
Importance & power of teamwork
Team formation
Roles in teams
Effectiveness of teams
8–2
Why have teams become popular?Teams typically
outperform individuals.
use employee talents better.
are more flexible and responsive to changes in the environment.
facilitate employee involvement.
are an effective way to democratise an organization and increase motivation.
8–3
Synergy
8–4
That is:The whole is greater than the sum of its parts.
Or
1+1+1>3
An exercise World atlas Ceramic tea pot IPad Floppy disk Board marker Toy ambulance Fashion magazine Parfume Cat statue Calculator
Ear ringAcademic calendarFridge magnetNewspaperPair of eye glassesPlastic knifeLargeTurkey flagCVAAA size batteriesScissors
8–5
8–6
8–7
8–8
8–9
Mid-point transitions
Sense of urgency
New perspectives and processes
Awareness of external constraints
Implementation focus
8–10
Teams in balance
StrengthsMore complete
informationIncreased diversity of
viewsHigher quality of
decisionsIncreased acceptance
of solutionsPotential for
creativity and qualityCommitment
WeaknessesMore time
consuming (inefficiency)
Increased pressure to conform
Domination by one or a few members
Ambiguous responsibility
Potential for lack of creativity
8–11
8–12
Group Size
Performance
Expec
ted
Actual (due to
loafin
g)
Consequences of groupthink: Poor decision making
Poor information gathering
Selective information processing
Development of few alternatives
Failure to consider risk fully
Failure to reevaluate decision and alternatives
Failure to develop contingency plans8–13
Can we minimise groupthink?Bring in outsiders with differing opinions
Create subgroups and rotate membership among them
Assign several devil’s advocates
Provide clear rules to encourage disagreement and constructive conflict
Encourage an open climate through nondirective leadership
8–14
8–15
Team Design•Autonomy•Skill variety•Task identity•Task significance
Composition•Ability•Personality•Roles & diversity•Size
Processes• Team Member Relationships:
Cohesiveness
• Common purpose
• Specific goals
• Team efficacy
• Conflict
• Team roles: Task- &Relationship-Oriented
Roles in teamsTask Performance
RolesAnalyzing the problem
or task structure
Suggesting solutions
Asking for informationSummarizingDelegatingRefocusing team on taskPushing for a team
decision
Maintenance (interpersonal) Roles
Telling a jokeMediating a conflict
between team membersEncouraging all to
participateShowing approvalSuggesting a break from
workReminding members of
norms for cooperationEncouraging and modeling
positive affect for team members
8–16
Characteristics of effective teamsClear unity of purpose
Clear performance goals
An informal, comfortable, relaxed atmosphere
Participative discussion
Freedom of feelings and ideas
Positive perceptions of disagreement
Frequent, frank and comfortable criticism
Shared leadership8–17
Team EffectivenessEffective teams:
fulfill objectives, meet member needs and survive
What determines whether your team works well or not?
Team designComposition
Processes8–18
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