Team Dynamics Workshop By Kadire Zeynep Sayım Faculty of Business Administration.

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