effective team performance - final

7/31/2019 Effective Team Performance - Final

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Strategy for Effective Team PerformanceDrops of water makes OCEAN...

February 05, 2012


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Definition of Team.

Characteristics of High Performing Team

Managing Teams for High Performance.

The Stages of Team Development.

Key strategy to successful performance of a team.

1

2

3

4

5


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What is Team?

A team is a small number of people with complementary skills who are

committed to a common purpose, performance goals and approach for

which they hold themselves mutuallyaccountable


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Types of Task Interdependence

Pooled task Interdependence:

Members make separate,independent contributions to groupsuch that group performance is thesum of each members contributions

Sequential task Interdependence:

Members perform tasks in a sequential ordermaking it

difficult to determine individual performance since one

member depends on another.

Reciprocal task interdependence Work performed by one group

member is mutually dependenton

work done by other members.


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Differences Between Team and Group

TEAM GROUP

Teams achieve a balance between concern

for the process of the group and the final

results.

Work groups only emphasize results. Work

groups do not formally develop skills for

working together for common goals.

Teams encourage open communication

between members.

Work groups tend to limit communication to

immediate supervisors or managers and so

individuals tend not to gain the expertise and

ideas of others.

Teams encourage collective effort. Work groups promote individual performance.

This leads to group members who focus on

completing their task with little interest or

coordination with other group members work.

teams demonstrate greater ability to solveproblems and think creatively, which leads

to higher productivity and quality products.

Work groups work with a high degree of

management control.


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6

Autonomy, the Key Dimension

Self-designing

Teams

Self-

managing

Teams

Semi-autonomous

Work

GroupsEmployee

Involvement

Teams Traditional

Work

Groups


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Characteristics of High Performing Teams Continued

DefinitionComponent

The seven components continued ...

5. Established Ground

Rules

6. Balanced Participation

7. Improvement Plan

Establishing rules for the team involves the

process of members deciding what are

acceptable and unacceptable behaviors

within the team for both tasks and

relationships.

This strategy not only contributes to getting

the job done, but it develops all membersexpertise in all areas, which strengthens the

teams performance.

The goal of an improvement plan is to

ensure high team performance. The plan

needs to cover 5 activities:

- Maintain communications

- Fix obvious problems

- Look upstream to larger issues

- Document progress and problems

- Monitor changes

Without openly stated rules teams often

experience frustration and confusion in other

members behaviors. Potential troubles may

include members who continue behavior that

frustrates other team members.

Without balanced participation, performance

can result in certain members having too muchor too little influence based on their skill set,

and cross-job coverage not supporting

productivity goals.

Without an improvement plan, the team may

use ineffective approaches to address problems

that result in little or no improvement of team

output.

Potential Issues If Missing


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1. Make the decision to build a team . . . This starts the investment in the team

2. Gather the best team possible . . .

This elevates the potential of the team

3. Pay the price to develop the team . . .

This ensures the growth of the team

4. Do things together as a team . . .

This provides community for the team

5. Empower team members with responsibility and authority . . .

This raises up leaders for the team

Managing Teams for High Performance


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6. Give credit for success to the team . . . This lifts the morale of the team

7. Watch to see that the investment in the team is paying off. . .

This brings accountability to the team

8. Stop your investment in players who do notgrow . . .

This eliminates greater losses for the team9. Create new opportunities for the team . . .

This allows the team to stretch

10. Give the team the best possible to succeed . . .

This guarantee the team high return

Managing Groups and Teams for High Performance


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FormingThe forming stage occurs when team

members first come together as a team.

How members Feel:

optimistic

proud

anxious/suspicious about the job

resentful

How members Act: unfocused

impatient

Storming

During the storming stage, teams

discover teamwork is more difficult

than they expected.

How members Feel:

attitudes fluctuate resist new approaches

How members Act:

argue

defensive/competitive

question wisdom of approach

tension/jealousy


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Norming

The norming stage begins as the team

moves beyond the storming stage and

begins to function as a team.

How members Feel:

acceptance of team

ability to express constructive criticism

relieved - its going to be O.K.

How members Act:

avoid conflict

share

common spirit/goals establish ground rules and boundaries

PerformingWhen a team reaches the performing

stage it is functioning as a high

performance team.

How members Feel:

better understanding of team strengths

and weaknesses insight into personnel and group

processes

satisfied with the team

How members Act:

self change

prevent and work through group

problems

close attachment to the team


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Question?

What stage of group development is most important?

A. Forming

B. Storming

C. Norming

D. Performing

Group Norms

Group Norms

Shared guidelines or rules for behavior that most group members follow

Managers should encourage members to develop norms that contribute to groupperformance and the attainment of group goals


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Stages of Team Development

Forming

Storming

Norming

Performing

De-Norming

De-Storming

De-FormingTe

amP

erform

ance

Time


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Internally aligned, externally focused


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Enhancing Team Effectiveness

Team Training

Team Compensation

and Recognition

Selecting People

for Teamwork

Setting Team

Goals

and Priorities

Effective Team Succeeds


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Key Strategy to successful performance of a team

Strategy

Clear Roles and ResponsibilityOpen Communication

Rapid Response

Effective Leadership

S.C.O.R.E


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Key Strategy to successful performance of a team S.C.O.R.E

Strategy:

Shared purpose

Clearly articulated values and ground rules

Understanding of risks and opportunities facing the team

Clear categorization of the overall responsibilities of the team

Clear Roles and Responsibilities:

Clear definition of roles and responsibilities

Responsibility shared by all members

Specific objectives to measure individual results


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Key Strategy to successful performance of a team

S.C.O.R.E

Open communication: Respect for individual differences

Open communication environment among team members

Rapid response:

Rapid response to the teams problems

Effective management to change in the internal and external environment

Effective Leadership:

Team leader who is able to help members achieve the objective and build theteam

Team leader who can draw out and free up the skills of all team members,develop individuals

T Vi /360


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SELF

Problem Solving

Planning

ControllingManaging Self

Managing Relationships

Leading

Communicating

OTHER TEAMMEMBERS

TeamView/360Self and Team Processes


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Team Processes

Purpose & Commitment

Working As A Team

Contribution To The Team

Interaction

Focus

TEAM

LEADER

TEAM

MEMBERS


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Teams Contributions to Organizational Effectiveness

T


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Plan for Teams Effectiveness

What do you plan to do differently in the job to improve and become a highperformance team?

Primary opportunities

Development Plan: Discuss with the team members and understand their area ofinterest and formulate a development plan for every individual in the team.

Develop Short term plan: From the project plan, identify challenging tasks inhis/her area of interest and help the team member to complete the task.

Develop Long term plan: Identify where the individual wants to see himself orherself in the next 3 years and formulate a plan and discuss the plan with theindividual.

Assess Risk: Identify what barriers might prevent you from following through withyour plans? If required, identify alternative plans.

Secondary opportunities

Platform to exhibit talent: Conduct team events where individuals can show casttheir extraordinary work and get recognized from the higher management.


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The Law Of The Niche

Wrong person Wrong place RegressionWrong person Right place Frustration

Right person Wrong place Confusion

Right person Right place ProgressionRight people Right places Multiplication

Teamwork Thought

You are most valuable where you add most value


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FormingTalents coming together is analogous to addition

10 + 10 + 10 + 10 + 5 = 45

10 + 10 + 10 + 10 + 10 = 50

Difference appears to be between 45 and 50

Performing

Talents performing together is like multiplication

10 x 10 x 10 x 10 x 5 = 50,000

10 x 10 x 10 x 10 x 10 = 100,000

That is double the difference

The Law Of The Chain


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The Law Of The Bad Apple

Abilities Attitudes Result

Great talent Rotten attitudes Bad team

Great talent Bad attitudes Average team

Great talent Average attitudes Good teamGreat talent Good attitudes Great team


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The Law Of Significance

The belief that one

person can do

something great is

a myth.

Teamwork begins

when you concentrate

on we instead of

me

N f i S ll f


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None of us is as Strong as all of us...

Teamwork Thought

Coming together is a beginning.

Keeping together is progress.

Working together is success.

effective team performance - final

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