High

Performing
Team

Coming together is a beginning,

keeping together is progress and
working together is success

Team
Work towards same goal
or purpose.
Complementary skills
Interdependence
Collaborative decision
making
Sharing responsibility

Why teams are so popular

recently ?
More flexible and
responsive to changing
events.
Quickly assemble,
deploy, refocus and
disband.

Effective means for

management to increase
employee motivation

What are
GROUPS

1.Groups are a normal part of life

2.Each group is different having different
people, different purpose and different
relationship
3.Each Group is characterized by its
A. Size
B. Interdependence of members
C. Group Identity
D. Group Goals
E. Group Structure

Stages of Group Development

Forming
Storming
Norming
Performing

Differences Between Groups and

Teams
Group

Team

Has a designated, strong

leader
Individual accountability
Identical purpose for
group and organization
Performance goals set by
others
Works within
organizational boundaries
Individual work products
Organized meetings;
delegation

Shares or rotates
leadership roles
Mutual/individual
accountability
Specific team vision or
purpose
Performance goals set by
team
Not inhibited by
organizational
boundaries
Collective work products
Mutual feedback, openended discussion, active
7
problem-solving

Types of Work Teams

Types of Teams
1.
2.
3.
4.

Problem Solving Team

A Self Managed Team
A Cross-Functional Team
A Virtual Team

1. A Problem Solving Team

Most common form of team

Typically comprising of 5-12members
Include employees from the same department
Members share ideas and suggestions on
improving work processes
No authority to unilaterally
implementsuggested ideas

2. A Self Managed Team

Groups of 10 15 people who take on
the responsibilities of their former
supervisors
More independent as compared to
problem-solving teams
Include employee members performing
related or interdependentjobs.

2. A Self Managed Team

Tasks include :
Planning and scheduling work
Assigning tasks to members
Making operating decisions
Takingactionon problems
Fully self managedteams select theirown
members and evaluated teams members
It leads to better employee satisfaction but
plagued by higher absenteeism and turnover
rates

3. A Cross Functional Team

Employees from the same hierarchical
level but from different work areas
Used widely today successfully by many
organizations
Effective means for people from diverse
areas to exchange information, develop
ideas and solve problems
Often lead to brainstorming sessions
leading to innovative ideas

3. A Cross Functional Team

Difficult to handle
Efforts have to be made towards
developing trust and building teamwork.
Used effectively by companies like
Boeing, IBM, Toyota and HarleyDavidson to name a few

4.A Virtual Team

Teamsusingtechnology to tie together

physically dispersed member in order to
achieve a common goal.
Use communication links like WAN,
videoconferencing or email
Technologymakes world a smaller place
to live in everyday

4. A Virtual Team
Virtual teams face special challenges
Less rapport and less direct interaction amongst
members
Teams reportlesssatisfaction
Management should ensure:
Establishment of greater trust amongst
members
Close monitoring of team progress
Efforts and products of the virtual team are well

Context
Adequate resources
Leadership and
structure
Climate of trust
Performance
evaluation and award
Composition
systems

Abilities of members
Personality
Allocating rules
Member flexibility

Process

Common purpose
Specific goals
Team efficacy
Conflict levels

Team
effectivenes
s

Team Composition

It is an overall mix of characteristics among people in ateam,

which is a unit of two or more individuals who interact
interdependently to achieve a common objective.

Abilities of Members
Attitude:

People who have willingness to

learn & take responsibilities.
People who bring Positivity and
Motivation to the team.
People who are committed to
work in a team.

Skills:

People with good inter-personal &

leadership skills.
People having problem-solving &
decision-making skills.
People good with listening,
feedback and conflict resolution.

Knowledge:

People with Technical Expertise.

People who are experienced in
the field of work.
People who can develop /
understand new technologies.

Attitude
Know Why
Purpose

Commitment

Skills

ABILITY

Knowledge

Know How
Process

Know What

Abilities of Members
Types of Teams and Characteristics:
High Ability Teams
Solve complex problems. Ex: Reengineering, Process
Development Etc.
Composed of Intelligent members
Work efficiently when load is distributed evenly.
Adaptable to changing situations.
Team Performance does not depend on weakest link.
Low Ability Teams
Perform better than high ability teams when tasks are
simple.
Composed of semi-intelligent or low intelligent
members.
Succeed only if they have a smart team leader.

Personalities of Members
Assessment
s:

Personality Traits: Big 5

MyersBriggs
Type Indicator
(MBTI)
assessment is a
psychometric
questionnaire
designed to
measure
psychological
preferences in
how people
perceive the
world and make
decisions

Ideal Team
Personalities
Leader
Leader

Team
Team
Players
Players

Researc
Researc
her
her

Expert
Expert

Planner
Planner

Creative
Creative
Thinker
Thinker

Commun
Commun
icator
icator

Allocation of
Roles
Teams
have different needs, and members should
be selected to ensure that all the various roles are
filled.
Teams with more experienced and skilled
members performs better.
The most able, experienced and conscientious
workers should be put in the most central roles in a
team.
Manager need to understand the individual
strengths each person can bring to a team, select
members with their strengths in mind and allocate

Linker

Adviser

Promoter

Key
Roles
of
Teams

Maintain
er

Creator

Controlle
r

Assessor

Organize
r
Producer

Diversity of
Diverse teams should benefit
Members
from differing perspectives and
do better.
Diversity in function and
expertise are positively related to
group performance.
Diverse teams need to focus not
on their similarities but on their
differences.
Proper leadership can improve
the performance of diverse
teams.

Team Process
Common
Common
Purpose
Purpose
Analysing
teams mission,
goals and
strategies.
Members
discuss, Shape
and agree on
common
purpose.
Effective teams
show reflexivity.

Specific
Specific
Goals
Goals

Team Efficacy
Efficacy
Team

Translation of
common
purpose to
specific goals.

Teams with self

confidence.

It will be
measurable and
realistic
performance
goals.
Facilitate clear
communication
and maintain
focus

Belief on Future
success turned
into motivation.
Developing
abilities, skills
to increase
confidence
among
members.

Conflict
Conflict
Levels
Levels

Social
Social
Loafing
Loafing

Teams devoid of
conflict become
apathetic and
stagnant.

People exerting
less effort to
achieve a goal
when they work
in a group than
when they work
alone.

Stimulate
discussion and
promote
assessment of
problem.
Relationship/Tas
k

Clarity on
Individual and
joint
responsibilities
in a team.

SIZE OF TEAMS

In
TEAM COMPOSITION

 The best work teams tend to be small in size

Larger groups generally lack commitment,
cohesiveness and mutual accountability
The optimum member of members in a group
should be from 5 to 10

At a basic level, large teams have always been considered

unwieldy and ineffective in delivering results while small teams
are perceived to be a lot more sure footed and better at
delivering results.

 According to author Stephen Robbins,

when teams have more than 10-12 people,
the team finds constructive interaction
difficult.
As far as the success and performance of
top management teams goes, it is the
quality, capability and attitude of each
member of the executive team that counts
According to management consultant Kal
Bishop,
who
studiescreativity
management, if the team gets larger it is
likely
to
foster
an
unfavorable
phenomenon known asgroup think,where
the
team
members
tend
towards
consensus rather than exploration of

With regard to global, virtual teams, team

size is not a major issue once a company
creates proper systems in terms of
connectivity, information sharing and shared
processes.

In a cross functional project team, the size

of the team is dictated by the functions
that have to be represented. So the team
size varies by task.

 In Start-up businesses the initial team, comprising

the founders / ownership team, is usually small.
By and large, such teams seem to have no more
than three people.
A study done in Europe in 2004 examines the
relationship between start-up team sizes and the
effort necessary. The study shows that start-ups
with three individuals put inmore weekly hours of
effortcompared to start-ups where the team size
is five individuals.

MEMBER PREFERENCES
Not every employee is a team player
When people who would prefer to work
alone are required to team up, there is a
direct threat to team morale
When selecting team members, individual
preferences be considered as well as
abilities, personalities and skills
High performing teams are likely to be
composed of people who prefer working as
part of a group

Bio-Mimicry Secret 1

Honey Bee Waggle Dance

Clear Rules of
engagement

Identify what are the Permanent & Temporary Trust-breakers

Sort the rules of Information sharing what would be public or private
Identify the probable conflicts that could occur and decide on the
resolving of the same

Bio-Mimicry Secret 2

Leaf Cutter ants forming living

bridge

Know what they can count on

each other for

You get only what you put in, never expect something for nothing
Understand Goals and roles and responsibilities
Standing upto member expectations

Bio-Mimicry Secret 3

VALUE
S

Migrating Snow geese

Shared values and Behaviors

Separation: Do not fly so close that you hit them

Alignment: Steer towards average
Cohesion: Stay close and dont move apart

Bio-Mimicry Secret 4

Crocodile bird
symbiosis
Synergy between the team members
Ask or receive help without losing face.

Ask the network

Bio-Mimicry Secret 5

Meercats on lookout duty

When one knows all

know

Team members look out for collective success

An early warning system in case of trouble brewing up
Avoid a Blame, Name and Shame.

Bio-Mimicry Secret 6

Danish startling form the The

Black SUN

Fast Co-invention

When you dont need specialized knowledge and everyones opinion is

valid

Bio-Mimicry Secret 7

Leveraged Engagement
Elephants can communicate over
large distances
Circle of Control
Circle of Influence
Circle of Concern
Uses his skills to influence factors outside the area of control

Building High Performance

Teams

Breakthrough#1-Relatedness

Relatedness
comes first!

Breakthrough#2-Expression

Ooze it or
Lose it!

Breakthrough#3-Leading the
pack

Status
matters!

Breakthrough#4-Interpersonal
connection

What you need is

love!

Breakthrough#5-Seeing the Facts

The eyes
have it!