Chapter 9

• Differences between groups and teams (PEQ)

  A group will have many of the same elements :

  -2 or more people

  -Share norms and goals

  -have a common identity

  --Think a golf team

  A Team will have more depth

  -small group of people

  -skills that compliment each other

  -They're committed to a common purpose, performance goal and approach

  -They will hold each other mutually accountable.

  --Think of a basket ball (or football) team
• (PEQ) when are groups preferred over teams

  -- when the work can be done by one person

  -- when the work doesn't create a common purpose or set of goals.

  -- When the work is independent
• (PEQ) when are teams preferred over groups

  -- when the work is complex and needs diverse perspectives

  -- when there can be a common purpose and set of goals.

  --When the success of one depends on the success of another or if the tasks are highly interdependent.
• 3 questions to ask when deciding on a team or group

  1. Can the work be done by one person?
  2. does the work create common purpose or a set of goals for people in the group that is more than the aggregate of the individual goals?
  3. does the work require the members of the group to work interdependently?
• Forming (Stages of Sequential Team Development)

  -- Initial creation of the team

  -- normally establish by the orginization

  --First meetings should be planned and have a thought out agenda.

  --- informality will not work
• Storming (Stages of Sequential Team Development) 


  -- kind of like the rough patch hashing out how the team will work together

  -- norms get challenged

  --the key is to keep the team focused on the task and challenge external enemies rather than each other.
• Norming (Stages of Sequential Team Development)

  -- establish the rules and expectations

  --create a sense of team work (unified group)

  --continue to develop relationships among members

  --this stage creates unity

  ----careful with group think in this stage
• performing (Stages of Sequential Team Development) 


  develop attributes of a high performing team:

  --HP teams deliver they don't just discussed

  --HP have shared purpose

  --HP have internal accountability

  --HP roles don't matter. Members do whatever is required

  --HP work towards efficiency and may be inefficient at first

  --HP teams deliver quality work
• TASK FACILITATING ROLES (TYPES OF TEAM ROLES)

  This role is important to help the team manage tasks effectively and efficiently:

  --direction giving

  --information seeking

  --information giving

  --elaborating

  --urging

  --monitoring

  --process analyzing

  --reality testing

  --enforcing

  --summarizing
• Relationship Building Roles (TYPES OF TEAM ROLES)

  Important to help deal with interpersonal issues on the team:

  --Supporting

  --Harmonizing

  --Tension relieving

  --Confronting

  --Energizing

  --Developing

  --Consensus building

  -- Empathizing
• Unproductive roles (TYPES OF TEAM ROLES)

  These roles inhibit or block team performance

  --Dominating

  --Overanalyzing

  --Stalling

  --Remaining passive

  --Overgeneralizing

  --Faultfinding

  --Premature decision making

  --Presenting opinions as facts

  --Rejecting

  --Pulling rank

  --Resisting

  --Deflecting
• Benefits of Using Teams

  -- increased productivity

  --Increased creativity and innovation

  --improved quality

  --greater cooperation within groups

  -- improved workplace cohesiveness
• Work team (different types of teams)

  Produce goods or provide services

  life span is Long

  member involvement is High

  (think sales team or maintenance team)
• Management team (different types of teams)


  Integrate activities of subunits across business functions

  life span is Long

  member involvement is Moderate

  (top management team)
• Parallel team (different types of teams)

  Provide recommendations and resolve issues

  life span varies

  member involvement is low

  (think committee, advisory council, quality circle)
• Project team (different types of teams)

  Produce a one-time output (product, service, plan, design, etc.)

  life span varies

  member involvement varies

  (think product design team, research group, planning team)
• action team (different types of teams)

  Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances

  life span varies

  member involvement varies

  (think surgical team, musical group, sports team)
• Develop credibility (Factors of leading a team)


  You must have the respect and commitment of the team.

  foster credibility by:

  -- demonstrate integrity

  -- be clear and consistent

  --create positive energy

  --use commonality and reciprocity

  --manage agreement and disagreement

  --encourage and coach

  --share information
• establish goals (PEQ) (factors of leading a team) SMART GOALS

  Smart goals (specific, measurable, aligned with org, realistic, time-bound has finish date)

  **EX: What you will do to meet next quarters sales goals
• establish goals (PEQ) (factors of leading a team) Everest Goals

  HUGE ONCE IN A LIFETIME GOALS

  --These goals go beyond normal goal setting and represent an extraordinary achievement

  --extend beyond expectation

  --posses profound meaning and worth

  -- they focus on opportunities, possibilities, and potential

  --they are naturally energizing

  --they focus on providing a benefit to others or making a contribution.

  **EX: Think of the DEMOCRAT newspaper and the Elite team trying to eliminate all ad errors