14-1 copyright © 2005 prentice-hall chapter 14 creating high performance teams management: a skills...

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Copyright © 2005 Prentice-Hall

Chapter 14Chapter 14Creating High Performance TeamsCreating High Performance Teams

Management: A Skills Approach, 2/eManagement: A Skills Approach, 2/eby Phillip L. Hunsakerby Phillip L. Hunsaker


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Learning ObjectivesLearning Objectives

• Identify the Characteristics of Effective Teams

• Design High Performing Teams

• Recognize the Stages of Team Development

• Adapt Leadership Styles to Different Stages of Team Development

• Identify Obstacles to Effective Team Performance

• Facilitate Team Processes

• Conduct Effective Meetings

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Importance of TeamsImportance of Teams

• Successful managers are those who work with successful teams.

• Groups constitute the basic building blocks of any organization.

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GroupsGroups

• Two or more people who meet regularly over a period of time, perceive themselves as a distinct entity, share common values, and strive for common objectives

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TeamsTeams

• Groups of people with complementary skills, who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable

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Ways Your Organization Ways Your Organization Can Benefit from TeamsCan Benefit from Teams

• Team output usually exceeds individual output.

• Complex problems can be solved more effectively.

• Creative ideas usually are stimulated in the presence of other individuals who have the same focus, passion, and excitement.

• Support arises among team members.

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Ways Your Organization Ways Your Organization Can Benefit from TeamsCan Benefit from Teams

• Teams infuse knowledge.

• Teams promote organizational learning in work settings.

• Teams promote individual self-disclosure and examination.

• Teams both appreciate and take advantage of diversity.

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Five Stages of Five Stages of Team DevelopmentTeam DevelopmentForming

Storming

Norming

Performing

Adjourning

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Variations in Productivity and Variations in Productivity and Morale during Team DevelopmentMorale during Team Development

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Pay Attention to Team Pay Attention to Team Processes Processes

• Communication Patterns

• Decision-Making Procedures

• Influence Strategies

• Team Roles

• Emotional issues

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Team Decision Making ProceduresTeam Decision Making ProceduresDecision Type Description Example

The plop An assertive statement followed by silence

If a statement such as “I think we need to establish our objectives” is followed by nothing but silence from group members, a nonverbal decision to reject the suggested line of action has been make.

Self-authorized agenda

An assertive statement followed by action implementing the suggestion.

“I think we ought to introduce ourselves. My name is Susan Stewart.”

The handclasp A suggestion made by one person and implemented by another.

Person A says, “I think we should introduce ourselves.” Person B replies, “So do I: my name is Susan Stewart.”

Minority decision (Does anyone object?)

An expressed agreement by a few that meets no resistance from the disjointed or undecided people.

“We all seem to agree with Susan’s suggestion.” “If no one objects to Susan’s plan, let’s do it.”

Voting The typical voting system in which the majority wins.

“Let’s vote and whoever has the most votes wins.”

Polling Checking with each group member to obtain his or her opinion.

“Let’s go around the table and see where individually everyone stands. Susan, what do you think?”

Consensus Essential agreement by all. The issue is explored in enough depth that all group members agree that a certain course of action is the best that can be agreed to.

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Six Characteristics of High Six Characteristics of High Performing TeamsPerforming Teams

• Small Size• Complementary

Skills• Common Purpose• Specific Goals• Common Approach• Mutual

Accountability

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Questions for Designing HighQuestions for Designing HighPerformance TeamsPerformance Teams

• Who are we?

• Where are we going?

• Where are we now?

• How will we get there?

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Questions for Designing HighQuestions for Designing HighPerformance TeamsPerformance Teams

• What is expected from us?• Role Analysis Technique – determine task,

maintenance, and personal roles/behaviors• Responsibility Charting

• What support do we get/need?

• How effective are we?

• What recognition do we get?

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Improving High Performance Improving High Performance Team ProcessesTeam Processes

• Process Observation

• Intervening

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• Interview

• Written Questionnaires

Improving High Performance Improving High Performance Team ProcessesTeam Processes

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Leadership Behaviors that Leadership Behaviors that Facilitate Team DevelopmentFacilitate Team Development

• Provide Direction

• Provide Support

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Leadership Styles and Team Leadership Styles and Team DevelopmentDevelopment

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Adapt Leadership Style to Adapt Leadership Style to Facilitate Team DevelopmentFacilitate Team Development

• Structuring

• Resolving

• Collaborating

• Validating

• Terminating

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Improving Team EffectivenessImproving Team Effectiveness

• Become Aware of Team Problems• Determine Symptoms of Ineffective Teams

• Communicating Outside the Group• Over-Dependency on the Leader• Unrealized Decisions• Hidden Conflicts• Fighting without Resolution• Subgroups

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Symptoms of Team ProblemsSymptoms of Team Problems

• Weak Sense of Direction• Infighting• Shirking of Responsibilities• Lack of Trust• Critical Skills Gaps• Lack of External Support

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Make Action Plans to Solve Make Action Plans to Solve ProblemsProblems

• Clarify Goals• Encourage Teams to Go for Small Wins• Build Mutual Trust• Appraise Both Group and Individual Performance• Provide the Necessary External Support• Offer Team-building Training• Role Negotiation Technique

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Assessing Team ProcessAssessing Team Processin a Fishbowlin a Fishbowl

Team 1 Members: Generate and rank order the 10 factors that most influence the effectiveness of small teams. You must arrive at one set of prioritized rankings that reflects the team’s consensus.

Team 1 Observers:View the team’s process in general and your partner’s behavior in particular. Use the Observer’s Rating Sheet and remain silent during decision-making process.

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Observer’s Feedback and DiscussionObserver’s Feedback and Discussion1. Meet with team, use the following as guidelines:

• What things seemed to help the team complete its task successfully? What things seemed to inhibit or hold back the team?

• Did the team spend any time discussing how it was going about the task (process issues)? What were the effects?

• What communication patterns developed? What were the effects?

• What influence structure emerged? Why? What were the results?

• What decision-making procedures were used?

2. Meet with partner, provide individual feedback.

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Assessing Team ProcessAssessing Team Processin a Fishbowl in a Fishbowl (if time permits…)(if time permits…)

Team 2 Members: Generate and rank order the 10 most important characteristics of effective team leaders. You must arrive at one set of prioritized rankings that reflects the team’s consensus.

Team 2 Observers:View the team’s process in general and your partner’s behavior in particular. Use the Observer’s Rating Sheet and remain silent during decision-making process.

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Preparing for Effective MeetingsPreparing for Effective Meetings

• Consult with the participants before the meeting

• Set a time and place

• Set objectives• Select participants• Plan the Agenda• Distribute the

agenda and relevant materials in advance

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Conducting Effective Meetings - 1Conducting Effective Meetings - 1

• Begin the meeting with the agenda• Establish specific time parameters• Control the discussion• Encourage problem solving• Encourage and support

participation by all members

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Conducting Effective Meetings - 2Conducting Effective Meetings - 2• Encourage the clash of ideas, but

discourage the clash of personalities• Exhibit effective listening skills• Reach a consensus• End the meeting by

clarifying what happens next

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• Brief memo summarizing discussions, decisions, and commitments

• Spend the last five minutes debriefing the meeting process

• The best time to share your reactions to the meeting Is right after it has ended.

Follow Up After the MeetingFollow Up After the Meeting

14-1 copyright © 2005 prentice-hall chapter 14 creating high performance teams management: a skills...

Documents

team members

team developmentpay

successful teams

individual output

performance goals

skills approach

individual performanceprovide

common values