Group Dynamics for Lesson 3.ppt
- 1. GROUP DYNAMICS AND TEAM BUILDING BIT 2313: Professional Issues in Information Technology CSE 2423: Professional Practices and Ethics in Computing BIT 2327: Professional Issues in ICT 1
- 2. Definition of a Group •A group exist in an organisation if its members: Are motivated to join Perceive the group as a unified unit of interacting people Contribute in various amounts to the group processes Reach agreement and have disagreement through various forms of interactions 2
- 3. Definition of a Group… • A group is two or more people who interact with each other, share common beliefs and view themselves as being members of a group • At minimum , to be considered a group, at least who people must deal with one another on a continuing basis • Before they interact with each other, they are likely to share common beliefs that impel them to band together • Over time, other shared values may emerge and be solidified • As a consequence of continuing interaction and awareness of shared beliefs, the individuals will see themselves as belonging to a distinct entity – the group 3
- 4. Formal vs. Informal Groups • Formal groups – found in organisations where people are frequently assigned to work in groups. Are task oriented.eg. A committee, a department • Therefore every organisation member must belong to at least one organizational group – i.e. every employee must have at least one formal role • Some organisation members may have more than one formal role (groups) - be member of a several committees and still belong to a department • Such multiple members can serve as a “linking pins” within the organisation who can enhance integration by sharing information across groups and passing directives to lower levels 4
- 5. Informal Groups • Arise from social interactions among organizational members • Formed for political friendship or common interest • Membership in such groups is voluntary and more heavily based on interpersonal attractions • Sometimes the activities and goals of an informal group are attractive to prospective members – for example a group which plays cards games during lunch time • Note that not all informal groups have a specific set of activities, often they are simply composed of coworkers who share common concern – rumours, gossips etc. 5
- 6. •Informal groups are not inherently good or bad for an organisation •When informal groups goals are congruent with the organisation - such as when both seek to maximize customer satisfaction and produce a high quality products – then all is well and good •However, an informal group may oppose the organizational goals as when employees decide to restrict daily output, the informal groups are often sources of resistance to organizational change Informal Groups … 6
- 7. Group dynamics •Are the interactions and forces among group members in social situations •Focuses on dynamics of member of both formal or informal groups •Describes how groups are organized and conducted in terms of: Group leadership, Members participation Cooperation in the group 7
- 8. Why individuals form/join groups (reasons) 1. Physical and psychological distance/proximity – people who are sitting or working in one area, or office are likely to form a group • Generally people who are physically close to one another develop closer relationship than those that are farther apart • The placement of office doors (psychological distance) does not encourage eye contact as people work and reduces need for . Therefore office layout can encourage or discourage group formation • Managers can consciously structure work setting, depending on whether the goals is to crate comradeship ship and groups spirit or to reduce informal contacts 8
- 9. 2. Sharing common activities – this leads to more interactions and hence form groups in order to accomplish the common goals more easily •Security and protection •Group membership can give an individual a sense of security and a real degree of protection •Being one member of a larger organisation can generate a feeling of insecurity and anxiety, but belong to a small group can reduce such fears by providing a sense of unity with others •During times of stress, such as when the organisation is changing direction or leadership, belonging to a stable and supportive work unit can reduce individual anxiety Why individuals form/join groups (reasons) … 9
- 10. •By virtue of sheer numbers, group afford a degree of protection than can individual might not otherwise enjoy •This is the principle behind union movement which attempts to give members are sense of protection through highly organized collective strength •Affiliation •An individual need for affiliation and emotional support can be directly satisfied by membership in a group[ •Acceptance by others is an important social need •Feeling accepted by others at work can help enhance once feeling of self worth Why individuals form/join groups (reasons) … 10
- 11. Esteem and Identity • Groups also provide an opportunity for an individual to feel important • They can give a person status and provide opportunities for praise and recognition • Many workers achievements may not be appreciated or understood by people unfamiliar with the nature of job. But by joining groups that does understand the job (either within the organisation or professional associations), people tend to gain opportunities to receive recognition and esteem for their accomplishment • Membership in a group also helps people to define who they are in the social scheme of things. Seeing oneself as a salesperson , an economist, or a teamster helps foster a feeling of identification with a larger purpose • Through membership in a work group, a persons gains formal tile and a sense of purpose 11
- 12. Task accomplishment •A primary reason that groups are created is to facilitate task accomplishment •A group can often accomplish more through joint effort than can an equal number of individuals working separate •Many goals are attainable only thro groups cooperative effort •By sharing ideals, pooling resources, providing feedback to members, a group can be an effective mechanism for attaining otherwise difficult goals 12
- 13. Similarity • Do “opposites attract” or “ birds of a feather flock together” • Do people who are dissimilar in terms of sex, race, income, age, religion and the like find each others company more satisfying than people who are highly similar on these dimension. • Although much of the research on this topic points to the potential of both processes, attraction among similar people appears to be more somewhat common • People with similar attitudes , values towards commonly relevant object and goals, needs and abilities .e.g. religion, politics, Lifestyle, work , authority etc. are likely to form groups • If they no longer share common values/attitudes, then the relationship is dissolved Why individuals form/join groups (reasons) … 13
- 14. 4. Because of the expected reward – cost outcome of interaction rewards must be greater than the cost of an outcome in order for attraction or affiliation to take places Rewards will gratify needs while cost will incur anxiety, frustration, embarrassment, fatigue 5. Economic reason - economic ( group incentive plans) Why individuals form/join groups (reasons) … 14
- 15. Impact of Group on Performance • The mere presence of others • Research has focused on the effect of the mere presence of others on an individual performance. Results of such studies indicate that having others nearby tends to facilitate performance on relatively simple and well rehearsed tasks. • However, for fairly complex tasks, the presence of others can have a detrimental effect • The positive effect of others being present is called social facilitation effect, while the detrimental effect is termed as social inhibition effect • For example if you are asked to perform in front of an audience, and your assigned task is relatively easy, you do it relatively well, but if the task is something you have never done before or a little difficult you notice you do it poorly 15
- 16. •The reason for the effects is twofold: •When we expect others to evaluate us, we feel apprehensive (regardless of whether we are actually being judged) •The presence of others can increase arousal because of greater self-evaluation of performance. Such self evaluation can aid performance of a simple task, but impair performance of a difficult task. •The implication of this line of research are that for a task that are simple and repetitive, the presence of coworkers can have a positive effect, where for complex and novel task, working in isolation is preferred Impact of Group on Performance… 16
- 17. Size • Group size has a detectable effects on group performance, • In large groups, potential impact and contribution of each individual are somewhat diminished, but the total resources of the group are increased • Administering a large group also creates unique problems for managers • Most organisations settle of groups of five to seven to handle most problems-solving task and for span of control • Several conclusions have been made about group size • First, members appear to become more tolerant of authorities and directive leadership as group size increase. Apparently, group members recognize and concede the administrative difficulties that can arise in a large work unit. In addition, as unit size increases, it become more difficult for handful of subordinates to be influential, and members may feel inhibited about participating in group activities 17
- 18. Size … • Secondly, lager groups are more likely to have formalized rules and set procedures for dealing with problems. • Despite the grater formality, larger groups require more time to reach decisions than smaller groups. Additionally, subgroups are not committed to the full groups formal goals and prefer instead to pursue the more selfish interest of a few members • Thirdly, in a review of research on group size, research suggests that job satisfaction is lower in larger groups. This properly occurs because people receive less personal attention and fewer opportunities to participate. It is also likely that employees in smaller work units feel that their presence is more crucial to the group and therefore incline to be more involved • For blue collar workers, absenteeism and turnover increases with larger work groups • Cohesion and communication decrease with greased group size, making it less attractive and lessening the workers desire to attend • Fourthly, as group size increase, productivity reaches a point of diminishing returns, because of the rising difficulties of coordination and members involvement – hence the group of 5 – 7 in units 18
- 19. Composition •How well a group perform a task depends in a large part on the task relevant resources of its members •The diversity versus redundancy of its traits and abilities, then is an important factor in explaining groups performance •Groups composed of highly similar individuals who hold common beliefs and have the same abilities are more likely to view a task form a single perspective •Such solidarity can be productive, but may also mean that members will lack a critical ingredient for unraveling a certain kind of problem •One of the groups greatest assets in comparison to individuals acting alone is the likelihood of achieving higher-quality solutions 19
- 20. • We can therefore reasonably expect that diversified groups tend to do better on many problem-solving task than do homogeneous group of highly similar individuals • Diverse abilities and experiences of the members of a heterogeneous group offer an advantage for generating innovative solution, provided the skills and experiences are relevant to the task • Thus merely adding more people to a problem solving group to broaden the pool of skills and experiences will not guarantee a better job • Attention must be the relevance of the members attributes within the group • Additionally, the more competent members of a work group must also be the most influential members Composition … 20
- 21. Roles •Every member of a group has a different set of activities to perform •The set of expected behavior relating to an individual position within a group is called a role •A persons formal role in a group may be defined in a job description or in a manual 21
- 22. Factors which Determine Group Performance/ Effectiveness - Group cohesiveness Leadership Task interdependent ( how closely group members work together) Outcome interdependent ( whether and how group performance is rewarded Potency ( members belief that groups can be effective) 22
- 23. Group Cohesiveness and Leadership – Based on the Study by Schadler •Group cohesiveness has a highly significant effect on performance •Cohesiveness is the extent to which members are attracted to a group and desire to remain in it •It is described as the sum of all forces acting on individuals to remain in the group •Cohesiveness pertains to how group members “stick together” 23
- 24. Factors that induce and sustain group cohesiveness • Similarity of attitudes and goals • when group members have similar attitudes, they find each others company pleasurable. • So, too, individuals members will be attracted to a group whose goals and ambitions are similar to their own • Threats • The presence of external threats can help to increase group cohesiveness in that sharing a mutual fate can lead to greater awareness of interdependence • Competition from sources outside the group can also enhance cohesiveness, whereas competition among groups will tend to decrease cohesiveness 24
- 25. Unit size Smaller groups tend to be more cohesive than larger groups because smaller groups offer greater opportunities to interact with all members Since diversity and therefore dissimilarity of attitudes and values tend to increase with group size, larger groups are likely to be less cohesive In a addition, in larger units, the need for more rigid work rules and procedures reduce the informal nature of relations and communication among group members • Reward system • Cohesiveness can be increased by offering reward on a group rather than an individual • Group incentives encourage like bonuses based on team performance encourage perception of a common fate and enhance cooperation • Reward schemes that encourage competition among group members tend to diminish group cohesiveness Factors that induce and sustain group cohesiveness …. 25
- 26. Work unit assignment The deliberate composition of work unit based on interpersonal attraction, similarity of values and common goals can facilitate cohesiveness The work team that are formed on the basis of personal preferences have high level of job satisfaction than did the randomly assigned work wok units Isolation Generally, groups that are isolated form others are more likely t be more cohesive Groups in isolation come to view themselves as unique and different Isolation also helps to foster group members sense of common fate and need for defense against outside threats Factors that induce and sustain group cohesiveness … 26
- 27. •Highly cohesive group that is given a positive leadership will have the highest productivity and vise versa •Factors that increase/decrease cohesiveness •Agreement/disagreement on group goals •Frequency of interactions •Size of the group •Personal attractiveness vs. unpleasant experiences •Intergroup competition vs. intragroup competition •Dominance by one or more members Factors that induce and sustain group cohesiveness …. 27
- 28. The effect of cohesiveness • Satisfaction • Members of a highly cohesive groups are generally much more satisfied than members of a less cohesive group • This is expected because by the very definition of group cohesion it is implied that a strong attractiveness among group members exist • Communication • Communication among group members is significantly greater in highly cohesive groups than in less cohesive groups • This is because members of a cohesive group are likely to share common values and goals and find their own company satisfying, they are inclined to greater communicativeness • This communication in turn tend to foster greater personal revelation and depth of understanding which cement positive social relation 28
- 29. • Hostility • Hostile and aggressive acts are more frequent in highly cohesive groups, but such hostility is usually directed toward people who are not members of the group . Cohesion apparently creates a sense of superiority among group members which can result in hostility towards and rejection of outsiders • Productivity • Some research has found cohesive groups to be very productive, which others have found that highly cohesive groups are not as productive as less cohesive groups • Still other researchers have reported no relationship between productivity and group cohesion • It appear that a primary determinant of the effect of cohesion on productivity is whether the group goals are congruent with those of the organization • If the goals of the cohesive group goals includes performance, then high performance can be reasonably expected. • Conversely, if a highly cohesive group values reduced productivity , then a relatively low level of productivity can be expected • In short, , cohesive groups are more likely to attain their goals than are less cohesive groups The effect of cohesiveness … 29
- 30. What is a Team? Two or more people who satisfy the following conditions to form a team. 1. Have a common purpose, objectives, vision, values and philosophy 2. Working together to achieve clearly defined goals, objectives and targets. 3. Highly communicating-understanding each other 4. Have different backgrounds, skills and abilities 5. One of them is accepted or designated as the leader. • Where there is synergy there is a team (five conditions stated above fulfilled). • Groups can be: • Effective • Cohesive • Fragmented • Immature 30
- 31. Group Vs. Teams Group Team Has short term perspective Has both short and long term perspective Not necessarily institutionalized Institutionalized Roles and authority not always clearly defined Roles and authorities are clearly defined Rules and systems of operation and not clearly defined Rules and systems of operation defined and adhered to 31
- 32. Groups Teams A group exists as a unit but people are independent of each other People act as a cohesive and interdependent force Members frequently work at cross purpose Personal and team goals are achieved through mutual 32
- 33. Group Team members are self- centered and low on commitment members love their work and are highly committed there is little involvement of members in planning members are highly involved in planning 33
- 34. Group Team Contributions and suggestions are discouraged Contributions and suggestions are encouraged there is lack of trust there is high level of Trust 34
- 35. Group Team there is blocked communication there is open communication members are Cautious Members are Creative 35
- 36. Group Team there is low level of training and self-development Training and self- development is encouraged there is low participation in decision-making there is High level of participation in decision-making 36
- 37. Acid test for team work Increased results or maintained best performance Better ideas processed and implemented Less time to complete projects or tasks More fun and motivation 37
- 38. Profile of a Winning Team •Membership: Members are known to each other •Goals: Aims and objectives are clear to all •Interdependence: Members recognise the need to work together and support each other •Collaboration: Members hold and support each other •Collaboration: hold and support each other •Identification: Members think in terms of “We The Team” and not “I”. •Conflict Resolution: Members confront issues/problems and resolve them positively – growing out of the experience. 38
- 39. Cont’d •Enabling Environment: Open, free, and supportive organizational environment •Leadership: Shared, Rotational •Decision Making: Consensual, open ended discussions and problem-solving meetings. •Members’ Role: Clear and Balanced •Rewards: On basis of Results, team based but also recognises individual contribution •Team Behaviour: Cooperative 39
- 40. Stages in Team Development Forming Storming Norming Performing Adjourning 40
- 41. Forming •This is the initial stage and is marked by: •Members testing each others reaction to determine which actions are acceptable and unacceptable •Members depend on each other for cues about what is expected in the way of contribution and personal conduct •Uncertainty and confusion •Group members are not sure about the group in terms of the purpose, structures, tasks and leadership • groups get preoccupied with getting and an identity and understanding purpose, functions 41
- 42. Storming •This is the stage characters by: • intragroup conflict and confrontation – there may be considerable hostility disagreement and conflicts as members wrestle with how power and status will be divided •Members may resist the formation of a group structure and ignore the desire of the group leader •Members are trying to clarifying issues and resolve conflict resolution 42
- 43. Norming •The members in this stage begin to cooperate and collaborate •A feeling of cohesiveness develops •They have a “we” feeling •Members attraction to the team is strengthened, and job satisfaction grow as the level of cohesiveness increases •Cooperation and a sense of shared responsibility are primary teams at this stage •Developing and promoting team spirit •Have group identity and comradeship •Setting rules and regulations 43
- 44. Performing •This is the stage where the group is fully functional and devoted to effectiveness •The group has established a flexible network of relationship that aids task accomplishment •Internal hostility is at a low point as the group directs its energies towards successful performance of valued tasks •Accomplishing the tasks agreed upon at the norming stage • Engagement in the task as per objectives 44
- 45. Adjourning stage •This represents the end of the group, which ongoing, permanent groups will never reach •This stage is reach by project teams or task oriented team with specific objects and once the objectives have been accomplished, the group is disbanded 45
- 46. Resistance to change •Although it is less well document, social scientist generally believe that highly cohesive groups are more resistant to change than are less cohesive groups •Changes that disrupt the status quo threaten a groups networks and social support and are, therefore likely to be resisted •Attempt at job design that ignore the existing social relations among employees runs a greater risk of failing 46
- 47. The five dysfunctions of a team 1. Absence of trust 2. Fear of conflict 3. Lack of commitment 4. Avoidance of accountability 5. Inattention to results 47
- 48. DYSFUNCTION I: ABSENCE OF TRUST • Trust lies at the heart of a functioning , cohesive team. Without it, teamwork is all but impossible • When team members are truly comfortable being exposed to one another they begin to act without concern for protecting themselves. • As a result, they can focus their energy and attention completely on the job at hand, rather that on being strategically disingenuous or political with one another. • Teams that lack trust waste excessive amounts of time and energy managing their behaviors and interactions within the group. • They tend to dread team meetings, and are reluctant to take risks in asking for or offering assistance to others. • As a result morale on distrusting teams is usually low, and unwanted turnover is high. 48
- 49. Members of teams with an absence of trust… • Conceal their weaknesses and mistakes from one another • Hesitate to ask for help or provide constructive feedback • Hesitate to offer help outside their own areas of responsibility • Jump to conclusions about the intentions and aptitude of others without attempting to clarify them. • Fail to recognize and tap into one another’s’ skills and experiences • Waste time and energy managing their behaviors for effect • Hold grudges • Dread team meetings and find reasons to avoid spending time together 49
- 50. Members of trusting teams… •Admit weaknesses and mistakes •Ask for help •Accept questions and input about their areas of responsibility •Give one another the benefit of the doubt before arriving at a negative conclusion •Take risks in offering feedback and assistance •Appreciate and tap into one another’s skills and experiences •Focus time and energy on important issues, not politics •Offer and accept apologies without hesitation •Look forward to meetings and other opportunities to work as a group 50
- 51. Suggestions for Overcoming Dysfunction I • Knowing Each Others Personal History. E.g. number of siblings, hometown, unique challenges of childhood, favourite hobbies, first job and worst job. • Team Effectiveness Exercise • Identify the single most important contribution that each of their peers makes to the team as well as the one area that they must really improve upon or eliminate for the good of the team. All members report their responses, focusing on one person at a time, usually beginning with the team leader. • Personality and Behavioral Preference Profiles • These help break down barriers by allowing people to better understand and empathize with one another • 360-Degree Feedback • Experiential Team Exercises 51
- 52. The Role Of A Leader In Building Trust •To demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves. •Create an environment that does not punish vulnerability. Even well intentioned teams can subtly discourage trust by chastising one another for admissions of weaknesses or failure. •Displays of vulnerability on the part of a team leader must be genuine; they cannot be stage managed. One of the best ways to lose the trust of a team is to feign vulnerability in order to manipulate the emotions of others 52
- 53. DYSFUNCTION 2: FEAR OF CONFLICT • By building trust, a team makes conflict possible because team members do not hesitate to engage in passionate and sometimes emotional debate, knowing that they will not be punished for saying something that might otherwise be interpreted as destructive or critical. • teams that engage in productive conflict know that the only purpose is to produce the best possible solution in shortest period of time • they emerge from heated debates with no residual feelings or collateral damage, but with an eagerness and readiness to take on the next important issue. • When team members do not openly debate and disagree about important ideas, they often turn back to back-channel personal attacks, which are far nastier and more harmful than any heated argument over issues. 53
- 54. Suggestions for Overcoming Dysfunction 2 •By acknowledging that conflict is productive, and that many teams have a tendency to avoid it. 54
- 55. Teams that fear conflict… •Have boring meetings •Create environments where back-channel politics and personal attacks thrive •Ignore controversial topics that are critical to team success •Fail to tap all the opinions and perspectives of team members •Waste time and energy with posturing and interpersonal risk management 55
- 56. Teams that engage in conflict.. •Have lively, interesting meetings •Extract and exploit the ideas of all team members •Solve real problems quickly •Minimize politics •Put critical topics on the take for discussion 56
- 57. Methods of making conflict more productive • Mining - occasionally assume the role of a “miner of conflict”-someone who extracts buried disagreements within the team and sheds the light of day on them. • Real Time Permission - recognize when the people engaged in conflict are becoming uncomfortable with level of discord, and then interrupt to remind them that what they are doing is necessary 57
- 58. The Role of the Leader in Promoting Healthy Conflict • Demonstrate restraint when their people engage in conflict, and allow resolution to occur naturally, as messy as it can sometimes be. • Personally model appropriate conflict behaviour - a team leader will encourage this dysfunction to thrive. 58
- 59. DYSFUNCTION 3: LACK OF COMMITMENT •By engaging in productive conflict and tapping into team members’ perspectives and opinions , a team can confidently commit and buy in to a decision knowing that they have benefited from everyone’s ideas. •Commitment is a function of two things: •Clarity •Buy –in •The two greatest causes of the lack of commitment are the desire for consensus and the need for certainty 59
- 60. A team that fails to commit… •Creates ambiguity among the team about direction and priorities •Watches windows of opportunity close due to excessive analysis and unnecessary delay •Breeds lack of confidence and fear of failure •Revisits discussions and decisions again and again •Encourages second-guessing among team members 60
- 61. A team that commits… •Creates clarity around direction and priorities •Aligns the entire team around common objectives •Develops an ability to learn from mistakes •Takes advantage of opportunities before competitions does •Moves forward without hesitation •Changes direction without hesitation or guilt 61
- 62. Suggestions for Overcoming Dysfunction 3 • Cascading messaging -At the end of a staff meeting or off-site, a team should explicitly review the key decisions made during the meeting, and agree on what needs to be communicated to employees or other constituencies about those decisions. • From members of the team learn that they are not all on the same page about what has been agreed upon and that they need to clarify specific outcomes before putting them into action. • Moreover, they become clear on which of the decisions should remain confidential, and which must be communicated quickly and comprehensively. • Finally, by leaving meetings clearly aligned with one another, leaders send a powerful and welcomed message to employees who have grown accustomed to receiving inconsistent and even contradictory statements from managers who attended the same meeting. 62
- 63. •Deadlines - One of the best tools for ensuring commitment is the use of clear deadlines for when decisions will be made, and honouring those dates with discipline and rigidity •Committing to deadlines for intermediate decisions and milestones is just as important as final deadlines, because it ensures that misalignment among team members is identified and addressed before the costs are too great. •Contingency and Worst-Case Scenario Analysis - A team that struggles with commitment can begin overcoming this tendency by briefly discussing contingency plans up front or, better yet, clarifying the worst-case scenario for a decision they are struggling to make. •Purpose is to reduce their fears by helping them realize that the costs of an incorrect decision are survivable, and far less damaging than they had imagined 63
- 64. The Role of the Leader •More than any other member of the team, the leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong. •The leader must be constantly pushing the group for closure around issues , as well as adherence to schedules that the team has set. •Do not place too high a premium on certainty or consensus. 64
- 65. DYSFUNCTION 4: AVOIDANCE OF ACCOUNTABILITY •This involves willingness of team members to call their peers on performance or behaviours that might hurt the team. •Members of great teams improve their relationships by holding one another accountable, thus demanding that they respect each other and have high expectations for one another’s performance •The most effective and efficient means of maintaining high standards of performance on a team is peer pressure 65
- 66. A team that avoids accountability… •Creates resentment among team members who have different standards of performance •Encourages mediocrity •Misses deadlines and key deliverables •Places an undue burden on the team leader as the sole source of discipline 66
- 67. A team that holds one another accountable.. •Ensures that poor performers feel pressure to improve •Identifies potential problems quickly by questioning one another’s approaches without hesitation •Establishes respect among team members who are held to the same high standards •Avoids excessive bureaucracy around performance management and corrective action 67
- 68. Ways to make team members to hold one another accountable •Publication of Goals and Standards -clarify publicly exactly what the team needs to achieve, who needs to deliver what, and how everyone must behave in order to succeed. Remember the enemy of accountability is ambiguity •Simple and Regular Progress Reviews A little structure goes a long way toward helping people take action that they might not otherwise be inclined to do •Team Rewards By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability 68
- 69. The Role of a Leader •Create a culture of accountability by encouraging and allowing the team to serve as the first and primary accountability mechanism. •He/she must be willing to serve as the ultimate arbitrator of discipline when the team itself fails. This should be a rare occurrence. Nevertheless, it must be clear 69
- 70. DYSFUNCTION #5: INATTENTION TO RESULTS • The tendency of members to care about something other than the collective goals of the group •An absence of accountability is an invitation of team members to shift their attention to areas other than collective results. •Watch out for teams which are focused on team status and/or individual status instead of results •team status - merely being part of the group is enough to keep them satisfied •Individual status - to focus on enhancing their own positions or career prospects at the expense of their team 70
- 71. A team that is not focused on results…. •Stagnates/fails to grow •Rarely defeats competitors •Loses achievement-oriented employees •Encourage team members to focus on their own careers and individual goals •Is easily distracted 71
- 72. A team that focuses on collective results… •Retains achievement –oriented employees •Minimizes individualistic behaviour •Enjoys success and suffers acute failure acutely •Benefits from individuals who subjugate their own goals/interests for the good of the team •Avoids distractions 72
- 73. How to focus on collective results •Public declaration of results -Teams that wiling to commit publicly to specify results are more likely to work with a passionate, even desperate desire to achieve those results • Results-Based Rewards - An effective way to ensure that team members focus their attention on results is to tie their rewards, especially compensation, to the achievement of specific outcomes. 73
- 74. The Role of the Leader •The leader must set the tone for a focus on results. If team members sense that the leader values anything other that results, they will take that as permission to do the same for themselves. • Team leader must be selfless and objective, and reserve rewards and recognition for those who make real contributions to the achievement of group goals. 74
- 75. 10 Commandments of a Good Team Member 1. Always remember the teams’ objectives 2. Act according to agreements of the team 3. Communicate actively with other members 4. Trust other team members 5. Be ready to compromise 6. Stick to agreed procedures/rules/regulations 7. Remember that you bring something unique to the team 8. Participate actively 9. Seek for opportunities to learn and develop yourself 10. Remember that as an individual, you add to the synergy of the team – others need you!! 75
- 76. Nine Team Roles Role Summary Positive Qualities Allowable weaknesses Plant Individualistic Serious minded Genius, intellect Up in the clouds and tend to disrespect protocol Resource Investigator Extrovert Enthusiastic Capacity for networking and accessing information Looses interest easily and uncritical Co-ordinator Calm and Controlled Welcome all contributors without prejudice Not that intelligent and creative Shaper Outgoing and Dynamic Has drive and challenges ineffectiveness Prone to provocation and impatience Monitor Evaluator Sober and Unemotional Sober and unemotional Can be uninspired or uninspiring Team worker Socially oriented People centred and promotes team spirit Indecisive in moments of crisis 76
- 77. Team roles continued: Role Summary Positive qualities Allowable weaknesses Implementer Conservative and dutiful Hard working and self discipline Lack of flexibility and slow to respond to new ideas Completer Painstaking and orderly Perfectionism Inclined to worry unduly and reluctant to delegate Specialist Single minded and dedicated Provides scares skills Contributes on a narrow front and tend not to see the bigger picture. 77
- 78. Challenge •The challenge for the leader is in finding the right mix of people and in developing the right balance of individual team skills. •Most people have one or two strong role preferences and others they are comfortable with. 78