Effective Groups & Teams
208.451.5076
www.everettdecisions.com
Michael J. Everett, PhD, CLSSBBOrganizational Psychologist
Syri
ng
a H
osp
ital an
d C
lin
ics
It’s easy to get players. Getting’em to play together, that’s the hard part.
Casey Stengel
Syri
ng
a H
osp
ital an
d C
lin
ics
Groups vs. TeamsGroup
Two or more people who interact with each other to accomplish certain goals or meet certain needs.
TeamA group whose members work
intensely with each other to achieve a specific, common goal or objective.
Syri
ng
a H
osp
ital an
d C
lin
ics
Organizational Effectiveness
Syri
ng
a H
osp
ital an
d C
lin
ics
Why Teams?Participative style of management is
best approach to ensure employee involvement in the improvement process
Workforce is generally more educated and wants to participate in the decision making process – especially those that affect them directly
Provides employees with ownership and challenging them to use their skills and abilities
Syri
ng
a H
osp
ital an
d C
lin
ics
Psychological RationaleMaslow’s higher level of human needs
McGregor’s Theory Y Recognizes worth of individuals
Herberg’s theoryTrue motivation is found in the work
itself
Bandura’s theory of self-efficacyCritical role in how we think, feel, and
behave
Syri
ng
a H
osp
ital an
d C
lin
ics
Organizational BenefitsBrings together individuals with
diverse skill sets
Can usually solve larger issues than individuals
Build a more complete understanding to the process needing improvement
Rely on mutual support and cooperation between each other on current project as well as future encounters
Increase organizational engagement
Syri
ng
a H
osp
ital an
d C
lin
ics
Team Member BenefitsProvides a greater understand/transparency
of organizational issues
Opportunity to be creative and share ideas
Develop stronger relationships with coworkers
Ability to learn/enhance new skill sets
Satisfaction of solving a chronic problem that attracts/retains more customers, increase revenue, and reduce costs
Enhance organizational engagement
Syri
ng
a H
osp
ital an
d C
lin
ics
Team ObjectivesDevelop into highly effective, people-
building, goal-achieving social system characterized by:A climate of high supportOpen communication processOrganizational goal achievementCreative problem solvingIndividual achievementCommitmentImprove organizational efficiencies
Syri
ng
a H
osp
ital an
d C
lin
ics
Properly Functioning TeamsImprove employee morale
Remove areas of conflict
Develop creative skills
Improve leadership and communication skills
Enhance problem solving techniques
Improve management/employee relationships
Project an environment that management listens
Syri
ng
a H
osp
ital an
d C
lin
ics
Empowering TeamsPower is derived from management
authority
Empowered by virtue of power that was granted
Process charter helps develop empowerment
Team member have control over team performance and behaviorControl - autonomyInformation – up/down Resources – access to resources
Syri
ng
a H
osp
ital an
d C
lin
ics
Managerial SupportEnsure consistency of purpose
Reinforce positive results
Remove roadblocks
Share business results
Provide a sense of mission (project charter)
Empower
Syri
ng
a H
osp
ital an
d C
lin
ics
Sources and Consequences of
Group Cohesiveness
Syri
ng
a H
osp
ital an
d C
lin
ics
Factors to Group Cohesiveness
Factor
Group Size Smaller groups allow for high cohesiveness; Low cohesiveness groups with many members can benefit from splitting into two groups.
Managed Diversity Diverse groups often come up with better solutions.
Group Identity Encouraging a group to adopt a unique identity and engage in competition with others can increase cohesiveness.
Success Cohesiveness increases with success; finding ways for a group to have some small successes increases cohesiveness.
Syri
ng
a H
osp
ital an
d C
lin
ics
Types of Teams
Syri
ng
a H
osp
ital an
d C
lin
ics
Formal/InformalFormal
A group that managers establish to achieve organization goals.
InformalA group that managers or non-
managerial employees form to help achieve their own goals or to meet their own needs.
Syri
ng
a H
osp
ital an
d C
lin
ics
Types of Teams
Syri
ng
a H
osp
ital an
d C
lin
ics
Types of Teams
Syri
ng
a H
osp
ital an
d C
lin
ics
Selecting Team Members
When selecting a team need to identify the parts of the organization most closely associated with the problem:Where the problem is observedWhere the sources or causes of the
problem might be feltAmong those with special knowledge,
information, skillAny area that can be helpful in
developing a resolution
Syri
ng
a H
osp
ital an
d C
lin
ics
Adding Team Members
Never impose an individual on a team
Use entire team in the selection team
Entire team conducts interview(s)
All members of team submit one vote
Syri
ng
a H
osp
ital an
d C
lin
ics
Removing Team Members
Doesn’t occur often
Might not have the skills, knowledge required
Demonstrate little to no interest in team
Personality conflicts
To stretched or stressed by other commitments and/or issues
Both team members and leader needs to have frank discussions with individual prior to decision
Syri
ng
a H
osp
ital an
d C
lin
ics
Team SizeGenerally team size for almost all
projects should be kept at a 6 – 10 individuals
Self-directed team can have as many as 12 – 15Especially if dealing with policy,
practices, operations
Cross functional teams (Lean) 8 – 12Usually disbands upon completion of
project
Syri
ng
a H
osp
ital an
d C
lin
ics
Team DiversityTo achieve optimum performance
diversity is highly suggested
Team members:Some are primarily task orientatedThose with intimate knowledge of processIndividuals who are nurturers, encourage,
communicateMembers who are creative and innovative
Individuals are not assigned these roles but should be picked for such attributes
Syri
ng
a H
osp
ital an
d C
lin
ics
Belbin Team RolesAction-orientated roles:
Shaper: highly motivated people with lots of drive, energy, and need for achievement. May be viewed as aggressive extroverts.
Implementer: Well organized and have practical sense. Favor hard work and tackle issues in a systematic fashion.
Completer: Great capacity for follow-through and attention to details. Seldom start what they cannot finish.
Syri
ng
a H
osp
ital an
d C
lin
ics
Belbin Team RolesPeople-orientated roles:
Coordinator: Ability to cause others to attain shared goals. They can spot individual talent and use the, to pursue group objectives.
Team Worker: Most supportive members of a team. Sociable and adaptive to different situation and people.
Investigator: Excellent communicators both inside and outside the organization. Extroverted and enthusiastic.
Syri
ng
a H
osp
ital an
d C
lin
ics
Belbin Team RolesProblem-solving roles:
Plant: Innovators and can be very creative. Provide seeds and ideas for major developments
Evaluator: Serious and pragmatic individuals. Slow to decisions and posses critical thinking ability.
Specialists: Self-starting professionals, Pride themselves in acquiring technical skills and specialized knowledge
Syri
ng
a H
osp
ital an
d C
lin
ics
Syri
ng
a H
osp
ital an
d C
lin
ics
Team Roles Master Black Belts/Black Belts
Green Belts
Executive Sponsors
Champions
Process Owner
Team Leader
Team Member
Recorder
Timekeeper
Syri
ng
a H
osp
ital an
d C
lin
ics
Team StagesForming
Storming
Norming
Performing
Adjourning
Syri
ng
a H
osp
ital an
d C
lin
ics
Team StagesForming
Beginning of team lifeExpectation are unclearInteractions are superficialMembers test the water
StormingConsists of conflict and resistance to
task/structureAuthority issuesVision/values dissonance
Most difficult stage to work through
Syri
ng
a H
osp
ital an
d C
lin
ics
Team Stages Norming
Sense of group cohesion develops More energy on data collection and analysis Develop norms for resolving conflicts, making decisions
and making completing assignments
Performing: The payoff stage Relationships have been developed Team tackles tasks at hand Works effectively and cohesively May still have ups and downs
Adjourning Team disbands Celebration!
Syri
ng
a H
osp
ital an
d C
lin
ics
Team Stage
Syri
ng
a H
osp
ital an
d C
lin
ics
Syri
ng
a H
osp
ital an
d C
lin
ics
Team Life Cycle Characteristics
Build Phase (Forming/Storming)Group will be uncertainGroup lacks cohesivenessGroup will not easily develop consensusLeader exhibits high task/high relationship style
Develop Phase (Norming)Task related work is assumed by groupThe group must work to involve non participantsLeader exhibits a low task/high relationship
styleTeam focuses on presentation, tasks, and
relationships
Syri
ng
a H
osp
ital an
d C
lin
ics
Team Life Cycle Characteristics
Optimize Phase (Performing)Members prioritize and perform tasksMembers workout decision is a caring
wayConflict is accepted, but cooperation is
preferredTeam leader is a delegator and exhibits a
low-task/low-relationship styleTeam exhibits a high-task/high
relationship style
Syri
ng
a H
osp
ital an
d C
lin
ics
Team DynamicsRecognition and Reward
Groupthink
Risky-Shift
Social Loafing
Syri
ng
a H
osp
ital an
d C
lin
ics
Recognition and Reward
Given to provide positive reinforcement or to correct a behavior
Effect depends on the perception of person receiving it
Can be grouped in the following: Material items of significant value Material items of incidental value Intangible items:
Satisfaction Thanks
Pleasure Admiration
Friendship Notoriety
Learning Prestige
Team rewards need to be same across the board
Syri
ng
a H
osp
ital an
d C
lin
ics
Group ThinkDefined as: “ A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members striving for unanimity override their motivation to realistically appraise alternative courses of action.” Irving Janis (1971)
Eight Symptoms of Group Think1. Illusion of invulnerability
Feeling the group is above criticism
2. Belief in inherent morality of group Group is inherently right and above reproach
3. Collective rationalization Refusing to accept contradictory data
4. Out-group stereotypesRefusing to look realistically at other groups
Syri
ng
a H
osp
ital an
d C
lin
ics
Group Think5. Self-censorship:
Refusing to communicate personal concerns to the group as a whole
6. Illusion of unanimity:Accepting consensus prematurely, without
testing iit completeness
7. Direct pressure on dissenters: Refusing to tolerate a member who
suggests the group may be wrong
8. Self-appointed mindguards:Protecting the group form disturbing ideas or viewpoints from outsiders
Syri
ng
a H
osp
ital an
d C
lin
ics
Risky ShiftMost members believe that proposed
solutions are fairly conservative
In reality teams get swept up with expansive and expensive remedies
Have team members ask if it was their personal money would they still risk it on proposed solution?
Syri
ng
a H
osp
ital an
d C
lin
ics
Social LoafingThe tendency of individuals to put forth less effort in a
group than individually.
Results in possibly lower group performance and failure to attain group goals
Reducing Social Loafing
Make individual efforts identifiable and accountable.
Emphasize the valuable contributions of individual members.
Keep group size at an appropriate level.
Syri
ng
a H
osp
ital an
d C
lin
ics
Common Team Problems
Syri
ng
a H
osp
ital an
d C
lin
ics
Team Performance Factors
Syri
ng
a H
osp
ital an
d C
lin
ics
Management Presentations
Are opportunities to:Display skillsShow accomplishmentsSummarize projectsKeep line of communication openDemonstrate understanding of
customer’s needsEvaluate team performance