Groups and Teams

Prof Balaji Subramanian

IIM Visakhapatnam
Why we form Groups?
• Social identity
• Similarity and Distinctiveness
• Status
• Uncertainty reduction

• Beware of Ingroup vs Outgroup

Stages of group development

• Five stage model

• Forming – High uncertainty
• Storming – Intragroup conflict
• Norming – Close relationships and cohesiveness
• Performing – Fully Functional group
• Adjourning – Wrapping up

Source: Organizational Behavior, 18e, Robbins et al., Pearson

Stages of group development

The Punctuated-Equilibrium Model

Applicable for temporary groups with deadlines

Source: Organizational Behavior, 18e, Robbins et al., Pearson
Group Process Gains and Losses
Process Gains • Increased motivation
• Collective climate
• Increased knowledge
• More objective evaluation
• Role modeling
• Whole is more than the parts

Process Losses • Free riding

• Group Think
• Coordination problems
• Takes more time
• Dysfunctional conflict
• Premature consensus
• Group Shift
Group Process Losses

Group Think
Groups pressure for conformity leads to not
considering all views

Group Shift
Discussion may lead members to more extreme
position than they initially had
Group Decision Making

•Interacting groups
• Can lead to group biases such as group think

•Brainstorming
• Can overcome pressures for conformity

•Nominal group technique

• Restricts discussion or interpersonal communication
during the decision making process
 Group Decision Making

Blank Blank Type of Group Blank

Effectiveness Criteria Interacting Brainstorming Nominal
Number and quality of ideas Low Moderate High
Social pressure High Low Moderate
Money costs Low Low Low
Speed Moderate Moderate Moderate
Task orientation Low High High
Potential for interpersonal conflict High Low Moderate
Commitment to solution High Not applicable Moderate
Development of group cohesiveness High High Moderate

Source: Organizational Behavior, 18e, Robbins et al., Pearson

Building Effective Teams

• Team Design
• Why, Who, What, When, How

• Team Launch
• Developing a shared understanding

• Team Process management

• Psychological safety
Team Design
• Why – Compelling team purpose
• Clear, Challenging, Consequential

• Who
• Team size matters, minimal is best
• Member selection
• Diversity
• Social sensitivity
• Familiarity
Team Design
• What – Team structure and role design
• Role distribution
• Role content
• Role representation

• When
• Set explicit timelines

• How – Rewards and resources

• Team-based rewards
• Organization support in terms of resources
Team Launch
Developing a shared
• Understanding of purpose
• Norms for collaboration
• Foster psychological safety and healthy communication patterns
• Knowledge of available resources
• Strategy for performance
• Mind-set and Identity
• Definition of success for customer, team and individuals

One of McKinsey’s core values - “Obligation to Dissent”

https://www.mckinsey.com/about-us/overview/our-purpose-mission-and-values
Team Process Management
• Manage awareness
• Of biases
• Of process losses
• Of phases of development

• Intervene
Virtual Collaboration

• Difficult to build trust virtually

• Virtual collaboration does not necessarily

decrease creativity
Video

• Secrets of successful team – Insights from

Google

https://rework.withgoogle.com/print/guides/572131
2655835136/