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TEAM EFFECTIVENESS
“There is no ‘I’ in TEAM! And this is the secret of a team SUCCESS !”
Table of contents
• Defining “Team”
– Teams generally consist of two or more people
who
• Are interdependent
• Exist for a purpose/task
• Are mutually accountable to achieve that
purpose/task
• Perceive themselves as a social entity
• Group
– Two or more people who interact with each
other to accomplish certain goals or meet
certain needs.
15-5
Background
9
The Team Model
10
Teamwork Represents Values that:
• Encourage listening and
responding
constructively to the
views expressed by
others
• Give others the benefit
of the doubt
• Provide support
• Recognize the interests
and achievements of
others
John R. Katzenbach and Douglas K. Smith, “The Discipline of Teams”, Harvard Business Review, March-April, 1993, pp. 111-120
- 11 -
Characteristics of Losing Teams
- 12 -
Winning Teams
• Trust
• Clear time frame and agreed upon goals
• Get facts and do analyses before making
decisions
• Divide responsibilities
• All team members contribute
• Challenge and play devil’s advocate
- 13 -
Team Effectiveness:
Potential for Process Gains
• Potential disadvantages
of using teams
– Individuals better/faster at
some tasks
– Development and
maintenance costs
– Potential for destructive
conflict – personalised or
relationship conflict
– Teams often don’t utilise
all available knowledge
• Drive to defend
• Time constraints
• Evaluation apprehension
• Pressure to conform
Team Effectiveness:
Potential for Process Losses
• Structural Elements
• Positive Interdependent Behaviors
WHAT DOES TEAM EFFECTIVENESS MEASURE?
• Structural Elements • Positive Interdependent
– Shared Team Vision Behaviors
– Clear Team Goals – Effective Decision Making
– Clear Team Roles – Encouragement of Innovation
– Effective Leadership – Effective Conflict
Behavior Management
– Natural Collaboration
– Effective Meeting
Management
Team Processes
Storming Return to
Independence
Forming
Dependence/
interdependence
• High concern for people motivates the team and they become
more productive,
• High concern for production creates sense of achievement and
satisfaction
51
What’s your style ?
The Commander
Commanders make and
influence most decisions.
They tend to make joint decisions with the team as equals, delegating
majority of decisions to the team.
In addition, the Coach is concerned with the creation of harmony and
balance between team members.
The Self Organizing Team
A motivated and confident Team
doesn’t need formal leaders.