IE477 Team Dynamics Workshop 2005

7/31/2019 IE477 Team Dynamics Workshop 2005

1/23

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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83

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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84

Synergy

Synergy: The whole is greater than the sum of

its partsOr

1+1>2


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85

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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86

Team Versus Groups: Whats the Difference


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87

Comparing Groups and Teams


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88

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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815

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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821

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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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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Team Effectiveness

Effective teams:

fulfill objectives, meet member needs andsurvive

What determines whether your teamworks well or not?

Team design

Composition

Processes

IE477 Team Dynamics Workshop 2005

Documents