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• Teams


  Collection of two or more individuals with task and responsibilities that DEPEND on the other members, collectively accountable for the performance and outcomes associated with their work, work together for a specified amount of time required to complete a task or achieve a goal
• Groups


  Collection of two or more individuals with low or no task dependency, not accountable to each other for their work, may or may not assemble for a specified period of time, can be formal and informal
• Groups


  • Function through subtle, powerful, social forces, communicate expectations and norms
• Roles


  Set of expected behaviors for a particular position
• Group role


  Set of shared
• How a group becomes a team


  1. Leadership

  2. Accountability

  3. The group develops its own purpose or mission

  4. Problem solving becomes a way of life
• Teams


  • Build relationships
  • Combine resources
  • Increase creativity
  • Share ideas
  • Jointly solve problems
  • Better solutions to complex problems
• Types of teams


  • Work team
  • Project team
  • Cross-functional team
  • Self Managed team
  • Virtual team
• Punctuated equilibrium


  1. Phase 1: The first meeting sets the group's direction, the first phase of group activity is one of inertia

  2. Transition: A transition takes place at the end of the first phase, which occurs exactly when the group has used up half its allotted time, the transition initiates major changes

  3. Phase 2: A second phase of inertia follows the transition, last meeting is characterized by markedly accelerated activity
• Tuckman's model


  Co-creation of experience, conflict is about dependence on the group, work is done once the team is ready, all experiences in the team are crucial
• Teams perform better when they have a high quality plan, share the plan, and learn and improve over time
• High-performance Teams


  • Equal member contributions, members face one another and connect with each other, members have back-channel conversations, members explore outside the team and bring information back, natural leaders or charismatic connectors circulate actively, engaging people in short, high-energy conversations, introverts and extroverts comfortable approaching each other, actively listen as much as or more than they talk
• Google's view of high performing teams


  Psychological safety: team members feel safe to take risks and be vulnerable in front of each other, Dependability: team members get things done on time and meet google's high bar for excellence, Structure and clarity: team members have clear roles, plans, and goals, Meaning: work is personally important to team members, Impact: team members think their work matters and creates change
• Collaboration is key to high performing teams


  1. Communicate expectations

  2. Set team goals. SMART

  3. Encourage creativity

  4. Build work-flow rhythm

  5. Leverage team members strengths
• Being or having a leader who is exceptionally confident MAY be good, being good or having a leader who is exceptionally confident
• Positives of exceptionally confident leader


  Better at developing vision, focuses on the positives, higher motivation in followers
• Negatives of exceptionally confident leader


  Take bigger risks, misses potential problems, doesn't acknowledge present challenges
• Psychological safety in teams


  • Relationship conflicts: how much relationship tension, how often people get angry, how much emotional conflict
  • Task Conflict: how much conflict of ideas, how frequently disagreements about the task, how often people have conflicting opinions about the project
  • Process Conflict: how often disagreements about who should do what, how much conflict about task responsibilities, how often disagreements about resource allocation
• Types of team conflicts


  • Task: Conflict over the goals of the group
  • Process: Conflict over how the work will get done
  • Relationship: individuals dislike each other
• Conflict resolution vs. conflict management


  Conflict resolution: the conflict ends, finish a conversation, decide the correct way to address an issue, rebuild team trust and recreate psychological safety

  Conflict management: continue the conversation/conflict, avoid a 'correct' answer, don't take a side, push for the best answer in the moment
• Conflict Management strategies


  Minimize affective (personal) conflicts, attain and maintain healthy levels of process and task/substantive conflict, select and use proper conflict management strategies
• Barriers to team conflict management


  • Systemic resistance, solving the wrong problem precisely, defensive processing, disinterest, silence
• Destructive conflicts (interpersonal conflicts)


  Address the affective portion of the conflict, empathetic or reflective listening, facilitate reappraisal
• Team Problem Solving


  Problem Recognition: problem sensing, problem formulation

  Planning for change: recommending solutions to problems, preparing plans for intervention

  Implementation: putting plans into action, review of outcomes and taking corrective action
• Symptoms of groupthink


  • Illusion of invulnerability, collective rationalization, belief in inherent morality, stereotyped views of out-groups, direct pressure on dissenters, self-censorship, illusion of unanimity, self-appointed 'mindguards'
• Conforming depends on what is going on around you
• Patrick Lencioni's Five Team Dysfunctions

  • Trust, Conflict, Commitment, Accountability, Results
• Teamwork begins by building trust, and the only way to do that is to overcome our need for invulnerability
• Tackling the 5 dysfunctions


  Trust: team building exercises, 360 feedback, create safe environment

  Conflict: conflict resolution, understand individual preferences/needs, leader: model behavior

  Commitment: cascading goals and messages, clear roles and responsibilities, leader: communicates constantly

  Accountability: publish goals and standards, regular progress reviews, team rewards, leader: allow team to hold one another accountable

  Results: public results, results based rewards and recognition, leader: set the tone and be selfies
• Social Loafing


  The phenomenon of a person exerting less effort to achieve a goal when they work in a group than when they work alone
• Microaggressions are the everyday, subtle, intentional- or oftentimes unintentional0 interactions or behaviors that communicate some sort of bias toward historically marginalized groups
• Examples of microaggressions


  • Being ignored or overlooked, expected to have inferior abilities, being talked down to or treated as if you are stupid, having your ideas minimized or devalued, someone else claims your ideas as their own, treated in an overly intimate or personal way, being stared at or objectified, being excluded from conversations or activities
• Diversity, equity, and inclusion are fundamental to organizational success. Creating a culture that is sensitive to violations allows progress
• Role responsibilities in examining microaggressions


  Separator: explain the biases that may be at play

  Receiver: explain why the interaction was hurtful

  Bystander: discuss the actions you could take in support of the receiver
• Overcoming resistance to offering support


  Calling people into conversation not calling them out, preserving relationships, understanding the power dynamic and risks, put people on notice, invite to a learning conversation
• The 5Ds


  • Distract, Delegate, Document, Delay, Direct
• Affirmative action


  Backwards facing- intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past
• Diversity


  Represents the multitude of individual differences and similarities that exist among people. People with different opinions, religious beliefs, political beliefs, sexual orientations, heritage, religion, gender, socio-economic status, age and physical and mental ability
• Equality


  Treating everyone the same. Equal pay for equal work. Giving everyone access to the same things
• Equity


  Implies giving as much advantage, consideration, or latitude to one party as another. Along what economy, effectiveness, and efficiency, equity is essential for ensuring that extent and costs of funds, goods and services are fairly divided among their recipients. It involves trying to understand and give people what they need