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IE477 Team Dynamics Workshop 2005

Apr 05, 2018

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    Bilkent University

    IE477 Production Systems Design-Synthesis 2005

    Team Dynamics Workshop

    by Zahide Karakitapolu-AygnK. Zeynep Girgin

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    82

    Objectives of the Workshop

    Teams versus Groups

    Importance & Power of Teamwork

    Team Formation

    Team Roles: Team Player Exercise

    Decision Making & Effectiveness of Teams

    Desert Survival Exercise

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    Why Have Teams Become So Popular

    Teams typically outperform individuals.

    Teams use employee talents better.

    Teams are more flexible and responsive tochanges in the environment.

    Teams facilitate employee involvement.

    Teams are an effective way to democratize anorganization and increase motivation.

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    Synergy

    Synergy: The whole is greater than the sum of

    its partsOr

    1+1>2

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    Exercise

    Toy car

    Ceramic egg

    Ruler

    Floppy disk Yellow marker

    Photo of teacher

    Dart

    Perfume

    Elephant statue

    Calculator

    Ring

    School calendar

    Refrigerator magnet

    Id card Pair of glasses

    Plastic Fork

    Small Turkey flag

    Job application

    Battery

    Scissors

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    Team Versus Groups: Whats the Difference

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    Comparing Groups and Teams

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    When to use groups?

    Factors in the use of groups

    Task complexity

    If simple, assign to _________, if complex, assign to_________.

    Time

    If there is no time, assign to __________, if there isplenty of time, assign to ___________.

    Commitment

    If commitment is needed, assign to ___________, ifnot, assign to __________

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    89

    Stages of Team Development

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    810

    Stages of Team Development (contd)

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    811

    Stages of Team Development

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    812

    An Alternative Model: For Temporary Teams

    with Deadlines

    Sequence of actions:1. Setting group direction

    2. First phase of inertia

    3. Half-way point transition

    4. Major changes5. Second phase of inertia

    6. Accelerated activity

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    813

    The Punctuated-Equilibrium Model

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    814

    Mid-Point transitions

    Sense of urgency

    New perspectives and processes

    Awareness of external constraints

    Implementation focus

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    Teams in Balance

    Strengths

    More completeinformation

    Increased diversity of

    views Higher quality of

    decisions

    Increased acceptance ofsolutions

    Potentialfor creativityand quality

    Commitment

    Weaknesses

    More time consuming(inefficiency)

    Increased pressure to

    conform Domination by one or a

    few members

    Ambiguous responsibility

    Potentialfor lack of

    creativity

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    816

    Creating Effective Teams

    Group Size

    Performance

    Main problems:1. Process losses

    2. Social loafing

    3. Groupthink

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    817

    Group Decision Making

    Symptoms

    Illusion of invulnerability Assumption of morality

    Rationalization

    Stereotyping of outgroups

    Self-censorship Illusion of unanimity

    Mindguarding

    Pressuring of dissenters

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    818

    Consequences: 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 plans

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    819

    How to Minimize Groupthink

    Assign group members the role of criticalevaluator

    Bring in outsiders with differing opinions

    Create subgrouos and rotate membership amongthem

    Assign several devils advocates

    Provide clear rules to encourage disagreementand constructive conflict

    Encourage an open climate through nondirectiveleadership

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    820

    A Team-Effectiveness Model

    Team Design

    Autonomy

    Skill variety

    Task identity

    Task significance

    Composition

    AbilityPersonality

    Roles & diversity

    Size

    Processes

    Team Member Relationships:

    Cohesiveness

    Common purpose

    Specific goals

    Team efficacy

    Conflict

    Team roles: Task- &

    Relationship-Oriented

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    Team Roles

    Task Performance Roles

    Analyzing the problem or

    task structure

    Suggesting solutions

    Asking for information

    Summarizing Delegating

    Refocusing team on task

    Pushing for a team decision

    Maintenance

    (interpersonal) Roles

    Telling a joke

    Mediating a conflict between

    team members

    Encouraging all to participate

    Showing approval

    Suggesting a break from

    work

    Reminding members of

    norms for cooperation Encouraging and modeling

    positive affect for team

    members

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    822

    Characteristics of Effective Teams

    Clear 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 leadership

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    823

    Team Effectiveness

    Effective teams:

    fulfill objectives, meet member needs andsurvive

    What determines whether your teamworks well or not?

    Team design

    Composition

    Processes