learning module 1: the nature of teams

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Saint Louis University Team Dynamics Learning Module One: The Nature of Teams

Learning Objectives:

Learning Objectives Know what and how teams are used to meet organizational challenges Compare and contrast team dynamics to group dynamics Compare and contrast different types of teams Identify how the stages of development influence team process

Observations about Teams and Teamwork :

Observations about Teams and Teamwork Companies that use teams are not more effective than those that do not Managers fault the wrong causes for team failure (misattribution error) Managers fail to recognize their team-building responsibilities Experimenting with failures leads to better teams Good teams can still fail under the wrong circumstances Conflict among teams members is not always a bad thing Retreats will not fix all conflicts between team members Strong leadership is not always necessary for strong teams

History of Teams:

History of Teams TEAMS Customer service focus Competition Emergence of the information age Globalization Future Challenges

Five Key Defining Characteristics of Teams:

Five Key Defining Characteristics of Teams Exist to achieve a shared goal Members are interdependent regarding a common goal Are bounded and remain relatively stable over time Members generally have the authority to manage their own work and internal processes Operate in a larger social system context

Team Longevity :

Team Longevity Source: Making the Team: A Guide for Managers 2/e (Thompson)

The Most Frustrating Aspects of Teamwork :

The Most Frustrating Aspects of Teamwork Source: Making the Team: A Guide for Managers 2/e (Thompson)

Linking Teams to Organizational Strategy:

Linking Teams to Organizational Strategy O N D J F M Organization’s Priority Strategy Timeline Tactic/Team Purpose Team Address Aging Workforce Retain knowledge Develop Leaders Identify projected need for new leaders Develop strategy and action plan to develop future leaders Develop knowledge management process and support system Team A Team B Team C

Differences between Groups and Teams:

Differences between Groups and Teams Group Has a designated strong leader Individual accountability Identical purpose for group and organization Individual work products Runs efficient meetings Effectiveness measured indirectly by influence on business (e.g., financial performance) Discusses, decides, delegates work to individuals Teams Shares or rotates leadership roles Individual and mutual accountability Specific team vision or purpose Collective work products Meetings encourage open-ended discussion and problem solving Effectiveness measured directly by assessing collective work Discusses, decides, shares work

Temporary vs. Permanent Teams:

Temporary vs. Permanent Teams Temporary Team (Task Force) Have specific goals to achieve Core members participate throughout the project Skill sets compliment the required work Some members may be critical at different phases Permanent Team (Business Team) Have specific set of goals to achieve; goals change over time and as business needs change Team members may change due to attrition or rotational schedule Skills sets compliment the required work Examples: sales team, management team

Supervised vs. Self-Directed Teams:

Supervised vs. Self-Directed Teams Supervised Team Have specific goals to achieve One team member has designated as supervisor Supervisor typically is responsible for planning, performance management, reporting Success depends on how well the supervisor listens and utilizes team input Self-Directed Team Have specific goals to achieve Team that shares managerial responsibilities Success depends on how well the team establishes and follows standardized processes and procedures

Process Improvement vs. Problem Solving Teams:

Process Improvement vs. Problem Solving Teams Process Improvement Team Have specific goals to achieve Members share responsibilities for evaluating, improving, monitoring and controlling a work process Problem Solving Team Have specific goals to achieve Members share responsibilities for a specific organizational or operational problem including defining the problem, establishing solution criteria, brainstorming and generating solutions, evaluating potential solutions, and implementing and monitoring best-fit solution

Functional vs. Cross-Functional Teams:

Functional vs. Cross-Functional Teams Functional Team Have specific goals to achieve Team members comprised of same functional area Cross Functional Team Have specific goals to achieve Team members comprised from different functional areas

Stages of Team Development:

Source: Tuckman & Jensen, 1977 Stages of Team Development Prestage Stage III: Norming Stage I: Forming Stage IV: Performing Stage II: Storming Stage V: Adjourning

Learning Objectives:

Learning Objectives Know what and how teams are used to meet organizational challenges Compare and contrast team dynamics to group dynamics Compare and contrast different types of teams Identify how the stages of development influence team process