Advanced team management

ADVANCED TEAM MANAGEMENT

Dr. Marlies Veestraeten

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Welcome to ATM – Session 4

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Course Goals

• Introducing you to the functioning of teams and the complexities of

teamwork

• Helping you think more analytically about teams and the many factors that
influence their effectiveness

• Assist you in developing insights in your own qualities and behaviors as

a team member

• Assist you in experiencing team membership and evaluating peer and

team effectiveness

Ø Through a combination of lectures, team-based learning exercises, self-reflection

tools, cases, a flipped classroom project, and active & collective participation

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 Team Topic
The Culture Express Virtual Teams
The Fantastic 5 Leadership in Teams
Diversity&Co Newcomers in Teams
The FRESP’S Way Social Control & Norms in Teams
Wine with Salmon Diversity in Teams
The FATA Team Team Learning

• Hbr.org: Each member makes an account

• Day before Session 9: Submit presentation plan
• During Session 9 & 10: Presentations (max. 20 minutes) à Practice your
presentation with your team! Remember the creative/engaging element(s)!
• After Session 9/10: Upload your team evaluation of at least one other
team’s presentation
• After your presentation: Upload your used articles/resources (pdf-format) &
slides

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 Team
Team
Member
Performance
SKAs

Team
Processes Team
Team Roles
& Emergent Innovation
States

Team Team Viability

• Team monitoring & feedback help
Diversity identify and guide member & Affect
behaviors and skills during & after
team task performance
• Members’ skills and collective
feedback mechanisms will affect
other team processes and
Team Type emergent states
& Task • In turn, team outcomes – such as
team performance, satisfaction
and viability, will be influenced
over time

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 Team
Team
Member
Performance
SKAs

Team
Processes Team
Team Roles
& Emergent Innovation
States

Team • Member effectiveness Team Viability

Diversity depends on “role & Affect
fulfillment” à Do members
have different role
orientations?
• How are roles actually
divided in the team?
Team Type • How does this affect
processes such as
& Task coordination,
communication or conflict?
• How will this, in turn,
influence team outcomes?

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Team Roles

• The best performing teams are well-designed upfront

– Teams rely on different members to fulfill different critical needs such as
organizing work, maintaining group harmony, and aligning their efforts with
those of others

• Although we are focusing on teams and, thus, collective processes

and performance:
– Who you select as a team member can affect the team’s performance,
affect & viability

• Consequently: Team management benefits from understanding

differences that are associated with team role fulfillment

• Personality, expertise, competencies, goal and teamwork

orientations, etc. motivate and enable members to occupy different
team roles

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Team Roles

“… cluster of related and goal-directed behaviors taken on by a person in a

specific situation”
– “Role as position” à focus on job characteristics & position’s demands, then
define expected behaviors of role occupant
– “Role as person” à roles emerge from a combination of members’ natural
inclinations, attitudes, preferences and the social-psychological dynamics of a
particular team/social network

We all prefer performing some roles more than others. People can perform all roles, but
may not want to

Role preference = f(experiences + orientations) + e

• Experiences: past behavior à future behavior

• Orientations: natural inclinations (e.g., personality, attitudes)
• e: things beyond the individual that prohibits him/her adopting a role in a team
v Composition of the team
v Mix of team members

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Team Role Experience & Orientation

• « … individual, natural inclinations to engage in certain roles »

• Related to personality, work history/experiences, other individual differences,

behavioral preferences, etc.

• Since team performance consists of many elements (see double and multilevel
arrows in our model), it is useful to have research-based tools to

– Investigate who team members are before you hiring them

– For members to get to know each other (cf. team building & formation phase)
– To identify “who” more naturally fits/plays “which role” and/or needs to improve in
other roles
– To find out blind spots/gaps in the team, identify which role(s) are lacking
– To identify complementarities
– To inform training needs
– To resolve role unclarity or ambiguity

à TREO questionnaire

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Team Role Experience & Orientation

Organizer
– Someone who acts to structure what the team is doing. An organizer
keeps track of accomplishments and how the team is progressing
relative to goals and timelines

Doer
– Someone who willingly takes on work and gets things done. A « Doer »
can be counted on to complete work, meet deadlines, and take on tasks
to ensure the team’s success

Challenger
– Someone who will push the team to explore all aspects of a situation
and to consider alternative assumptions, explanations, and solutions. A
« Challenger » often asks « why » and is comfortable critiquing and
debating

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Team Role Experience & Orientation
Innovator
– Someone who regularly generates new, creative ideas, strategies, and
approaches for how the team can handle various situations and
challenges. An « Innovator » often offers original and imaginative
suggestions

Team builder
– Someone who helps establish norms, supports decisions, and maintains
a positive work atmosphere within the team. A « Team builder » calms
members when they are stressed and motivates them when they are
down

Connector
– Someone who helps bridge and connect the team with people, groups,
or other stakeholders outside of the team. « Connectors » ensure good
working relationships between the team and « outsiders »,
whereas « Team builders » work to ensure good relationships within the
team

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Team Role Experience & Orientation

• Access the questionnaire on « Courses »

– Give yourself a score on each statement – answer as honestly as
possible, there are no right or wrong answers

• What is your role propensity?

– Highest score? Lowest?

Organizer: 5O, 8O, 17E, 18E, 26O, 28O, 30E, 36E.

Doer: 3O, 12E, 15E, 16O, 21E, 24E, 25O, 41O.

Challenger: 2O, 4O, 9E, 10E, 14E, 32O, 42E, 47O.

The image part with relationship ID rId2 was not found in the file.

Innovator: 6E, 13O, 27E, 29O, 33E, 35O, 38O, 44E.

Team Builder: 7E, 11O, 19O, 37O, 39E, 40O, 43E, 48E.

Connector: 1E, 20O, 22O, 23O, 31E, 34O, 45E, 46E.

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TREO Team Discussion (15 mins)

Team Doer
Builder

– Who had the highest score on a certain dimension?

– Did you recognize yourself in your scores? Explain why (not).
– Can you give examples of past experiences? Innovator
– Did the other team members agree that you often engage in behaviors
that relate to a certain role orientation? Examples?
– Are there a lot of different team role orientations in your team?
– What are the potential consequences?

Take notes during your discussion!

Challenger
Connector
Organizer

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Team Role Experience & Orientation

• Most models of team roles assume that having adequate representation across these roles will
increase team effectiveness
For instance, imagine a team consisting of individuals who are primarily Organizers and Doers.
All else being equal:
• Likely to perform efficiently and meet deadlines
• Possibly struggle with:
– Coming up with creative ideas
– Gaining resources/information from others in the
organization
– Interpersonal relations within the team

• Considering team role orientation for initial team formation to avoid team configurations that are
more likely to result in team dysfunction
• Considering team role experience and orientation in:
– Increasing collective awareness and shared mental models (cf.
– Team interventions/training
– Leader and personal development (e.g., recognizing when one needs to operate in a manner that is not their
natural “default” mode)

• Optimal and suboptimal team configurations are more complex than simply
establishing diversity

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– What role you have within the team
– How you interact with the rest of the team
– Whether your values (core beliefs) align/match with
those of a team

… Are affected by your personality

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Big Five? OCEAN?

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Big Five

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The Puzzle of Personality

https://www.youtube.com/results?search_query=extraverts+persnality+t
ed+talk+

Break time: Back @ 15.45

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Openness

… refers to the degree to which a person is curious, original,

intellectual, creative, flexible, and open to new ideas
People high in openness:
ü thrive in situations that require being flexible and learning new
things.
ü are highly motivated to learn new skills and they do well in training
settings
à Their open-mindedness leads them to seek a lot of information
and feedback about how they are doing and to build relationships,
which leads to quicker adjustment
à Teams that experience changes and unforeseen situations do
well if they are populated with people high in openness because
these people easily adapt to change

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Conscientiousness

… refers to the degree to which a person is organized,

disciplined, systematic, punctual, achievement oriented, and
dependable
– Conscientiousness uniformly predicts how high a person’s
performance will be, across a variety of occupations and jobs

Highly conscientious people:

ü have higher levels of motivation to perform
ü lower levels of turnover
ü lower levels of absenteeism
ü higher levels of safety performance at work
à Conscientiousness is the trait most desired by recruiters

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Extraversion

… refers to the degree to which a person is outgoing, talkative,

and sociable, and enjoys being in social situations
Highly extraverted people:
ü tend to be effective in jobs involving social interactions (e.g., sales)
ü tend to be effective as managers and they demonstrate
inspirational leadership behaviors
ü tend to be effective in job interviews (from how they prepare for the
job interview: they use their social network)
ü tend to be happier at work, which may be because of the
relationships they build with the people around them and their
relative ease in adjusting to a new job
à However, highly extraverted people do not necessarily perform
well in all jobs, and jobs depriving them of social interaction may
be a poor fit

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Agreeableness

… refers to the degree to which a person is nice, tolerant,

sensitive, trusting, kind, and warm

People who are high in agreeableness:

ü are likeable people who get along well with others
ü help others at work consistently, and this helping behavior is not
dependent on being in a good mood
ü may be a valuable addition to a team and can be effective leaders
because they create a fair environment when they are in
leadership positions

People low in agreeableness:

ü are less likely to show these positive, social behaviors
ü are shown to quit their jobs unexpectedly, perhaps in response to a
conflict with a boss or a peer

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Neuroticism

… refers to the degree to which a person is anxious, nervous, irritable,

aggressive, temperamental, and moody

(<=> Emotional stability)

People very high in neuroticism:

ü tend to experience a number of problems at work (e.g., high stress

and anxiety levels)
ü they are less likely to be someone people go to for advice, help, and
friendship
ü they may experience relationship difficulties
ü they tend to be unhappy in their jobs and report high intentions
to leave, but they do not necessarily actually leave their jobs

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The Puzzle of Personality

What is your score on the Big 5?

Fill out the questionnaire

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The Puzzle of Personality

Openness: 5, 10, 15, 20, 25, 30, 35R, 40, 41R, 44 (10 items)
Conscientiousness: 3, 8R, 13, 18R, 23R, 28, 33, 38, 43R (9 items)
Extraversion: 1, 6R, 11, 16, 21R, 26, 31R, 36 (8 items)
Agreeableness: 2R, 7, 12R, 17, 22, 27R, 32, 37R, 42 (9 items)
Neuroticism: 4, 9R, 14, 19, 24R, 29, 34R, 39 (8 items)

Compute your average score on each dimension ( à take the sum of the score on each
item and divide by the number of items)
Attention!
Before computing your average score, you have to REVERSE the score you gave on the
items with an R
These items measure the opposite of the underlying construct so their score has to be
reversed:
1 -> 7; 2 -> 6; 3 -> 5; 4 = 4; 5 -> 3; 6 -> 2; 7 -> 1

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Individually

• Please upload your answer

• Which personality traits did you score highest on? And lowest?
• Are your scores on the different questionnaires aligned?
– E.g., high score on Organizing à also high score on Conscientiousness?
– E.g., high score on Team Builder à also high score on Agreeableness? Extraversion?
– E.g., high score on Connector à also high score on Extraversion?
• Do you recognize yourself in your scores? Why (not)? Give examples
• Would you have preferred to have different scores on a scale? Why (not)?
• What kind of situations/professional contexts would you thrive in? Or not?
Explain.

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