For Private and Class room use only

Effective Work Teams

K.Vijayaragavan
Former Professor, IARI, New Delhi
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Objectives
 Difference between Group and teams.
 Types of teams
 Characteristics of effective teams
 Team Development
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Why Have Teams Become So

Popular?
 Teams typically outperform individuals.
 Teams use employee talents better.
 Teams are more flexible and responsive
to changes in the environment.
 Teams facilitate employee involvement.
 Teams are an effective way to
democratize an organization and
increase motivation.
Team Versus Group: What’s the Difference?
Work Group
A group that interacts primarily to
share information and to make
decisions to help each group
member perform within his or her
area of responsibility

Work Team
A group whose individual efforts
result in a performance that is
greater than the sum of the
individual inputs
Comparing Work Groups and Work Teams
 Types of Teams
Problem-solving Teams
Groups of 5 to 12 employees from the
same department who meet for a few
hours each week to discuss ways of
improving quality, efficiency, and the work
environment

Self-Managed Work Teams

Groups of 10 to 15 people who take on
the responsibilities of their former
supervisors
 Types of Teams (cont’d)
Cross-Functional Teams
Employees from about the same hierarchical level, but
from different work areas, who come together to
accomplish a task

• Task forces
• Committees
 Types of Teams (cont’d)
Virtual Teams
Teams that use computer
technology to tie together
physically dispersed members
in order to achieve a common
goal

Characteristics
Characteristicsof
ofVirtual
VirtualTeams
Teams
1.1.AAlimited
limitedsocial
socialcontext
context
2.2.The
Theability
abilityto
toovercome
overcometime
timeand
andspace
spaceconstraints
constraints
A Team-Effectiveness
Model
Creating Effective Teams
Creating Effective Teams
(cont’d)
Key Roles of Teams
Creating Effective Teams
(cont’d)
Creating Effective Teams
(cont’d)
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Characteristics of Effective
Teams (major points)
 Adequate resources
 Leadership and reward system
 Competent and resourceful members
 Team roles
 Work design
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Characteristics of Effective
Teams (major points)
 Clarity of goal
 Clarity of responsibilities
 Norms of the team
 Interpersonal relationship and intra-
team collaboration
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 Interteam collaboration
 Commitment
 Creative thinking
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Turning Individuals into Team

Players
 The Challenges
 Overcoming individual resistance to team
membership
 Countering the influence of individualistic
cultures
 Introducing teams in an organization that
has historically valued individual
achievement
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Turning Individuals into Team

Players
 The Challenges
 Selecting employees who can fulfill their
team roles
 Training employees to become team
players
 Reworking the reward system to
encourage cooperative efforts while
continuing to recognize individual
contributions
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Beware: Teams Aren’t Always the Answer

 Three tests to see if a team fits the
situation:
 Is the work complex and is there a need
for different perspectives?
 Does the work create a common purpose
or set of goals for the group that is larger
than the aggregate of the goals for
individuals?
 Are members of the group involved in
interdependent tasks?
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Stages/ Steps in Team

Building
 The Five-Stage Model
 Forming,
 Storming,
 Norming,
 Performing,
 Adjourning.
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Approaches to Team Building

 Johari Window Approach
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Johari Window
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 According to Johari Window approach

team building involves helping
individual to take risks and frankly
express their opinions and reactions
helping them to accept feedback from
others and increase their sensitivity and
perceptiveness of other’s needs and
orientation.
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Johari Window

 Named after the first names of

its inventors-
 Joseph Luft and Harry Ingham
 Useful models describing the
process of human interaction.
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 A four paned "window," dividing personal

awareness into four different types
 as represented by its four quadrants:
open, hidden, blind, and unknown.
 The lines dividing the four panes are
like window shades, which can move as
an interaction progresses.
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 Known to Self Not Known to Self

 Known to Others
OPEN BLIND

 Not Known to Others

HIDDEN UNKNOWN
 Open
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 1.The "open" quadrant

represents things that both I
know about myself, and that
you know about me
 Blind
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 2. The "blind" quadrant

represents things that you
know about me, but that I am
unaware of
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Hidden
 3. The "hidden" quadrant
represents things that I know
about myself, that you do not
know
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Unknown

 4. The "unknown" quadrant

represents things that
neither I know about myself,
nor you know about me
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 One way of enlarging the open

quadrant is through self-
disclosure,
 A give and take process between
me and the people I interact with.
 As I share something about myself
(I move information from my hidden
quadrant into the open)
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Open
Blind

Self Disclosure

Hidden Unknown
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 If the other party is interested

in getting to know me, they will
reciprocate, by similarly
disclosing information in their
hidden quadrant
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 We also gain knowledge about

ourselves by receiving feedback
from others this enables me to
learn more about aspect of
myself that I am unaware of and
therefore moving information
from my BLIND quadrant into
the OPEN.
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 As I share more and gain more information

about myself I begin to gain insights
through introspection about aspects of
myself that both I and others were
unaware of, things like impulses that drive
us, motives and instincts, those less
tangible things that we just accept but
haven’t given much thought to. These
insights help move information from the
unknown quadrant into the OPEN
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 Myers-Briggs Type Indicator Approach

 Understanding self and team members
 Differences in personalities are
acknowledged and respected
 Identify Strength, resources, weakness
within a team
 Improve communication
 Mange conflicts.
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The Myers-Briggs Type Indicator

 Respondents are classified as :

 Extraverted or introverted (E or I)
 Sensing or intuitive (S or N),

 Thinking or feeling (T or F),

 Judging or perceiving (J or P).

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 Extraverted (E) versus Introverted (I).

 Extraverted :
 Outgoing, sociable, and assertive.
 Relates to outer world of people.
 Introverts :
 Quiet and shy.
 Reflective
 Relates to inner world of ideas than outer world of
people.
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 Sensing (S) versus Intuitive (N).

 Sensing types :
 Practical and prefer routine and order.
 They focus on details.
 Intuitives rely on:
 Abstract
 Would look for possibilities and relationship than
work with known facts
 Theoretical
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Thinking (T) versus Feeling

(F).

 Thinking types
 Use reason and logic to handle problems.
 Analytical (head)
 Feeling types
 Rely on their personal values and emotions.
 Subjective (heart)
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Judging (J)Versus
Perceiving(p)

 Judging types
 Want control and prefer their world to be
ordered and structured.
 Organized and planned
 Perceiving types are
 Flexible and spontaneous.
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Classification of Personality
types :MBTI
 16 personality types, identifying every person
by one trait from each of the four pairs.
 INTJ: Introverted/
Intuitive/Thinking/Judging people
 Visionaries with original minds and great

drive.
 They are skeptical, critical, independent,

determined, and often stubborn.

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Classification of Personality
types :MBTI
 ESTJs : Extraverted /Sensing
/Thinking /Judging
 They are organizers. They are

realistic, logical, analytical, and

decisive and have a natural head for
business or mechanics.
 Most managers belong to this

category
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Classification of Personality
types :MBTI
 ENTP : : Extraverted /Intuitive(N)/ Thinking
(T) / Perceiving (P
 They are conceptualizer,

 innovative, individualistic, versatile, and

attracted to entrepreneurial ideas.

 This person tends to be resourceful in

solving challenging problems but may

neglect routine assignments.
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Classification of Personality
types :MBTI
 ENTP : : Extraverted /Intuitive(N)/ Thinking
(T) / Perceiving (P
 In one study it was found that

contemporary business executives were

NTs (Intuitive Thinkers)
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What is the type of Managers

 Most mangers are ESTJ type
 ESTJs : Extraverted /Sensing
/Thinking /Judging
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Simulation Approach
 Create artificial teams in which people
have an opportunity to experiment and
learn from one another.
 Simulation games.
 Eg. Broken square exercise, Win as
much you can,
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Steps to strengthen team

building
 Combining the above mentioned team
building approaches the following steps
are suggested :
 Projection into future : Prepare a
common vision of its future
 Link the vision with individual goal
 Filed-force Analysis : Identify forces
that are positive and helping the team
towards desirable future.
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 Strengthen positive forces

 Reduce Negative Forces
 Monitoring
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 Classroom Exercise
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If you were asked to choose

people from your class right
now to make up a team for
a class project, list five
individuals you would
choose.
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Is conflict in a team good or

bad? Discuss.
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Conflict
Conflict can
can be
be both
both good
good and
and bad.
bad. Task
Task conflict
conflict
isis beneficial
beneficial for
for aa team
team because
because itit helps
helps protect
protect
against
against groupthink.
groupthink. Relationship
Relationship conflict
conflict isis bad
bad
for
for aa team’s
team’s morale.
morale.

What,
What, specifically,
specifically, can
can you
you do do to
to create
create task
task
conflict
conflict in
in aa group?
group? Think
Think aboutabout the
the reality
reality of
of
trying
trying to
to “stir
“stir the
the pot”
pot” .. .. .. and
and write
write down
down aa
phrase
phrase you
you could
could say
say (e.g.,
(e.g., you you would
would feel
feel
comfortable
comfortable saying
saying to
to your
your peers)
peers) toto create
create task
task
conflict.
conflict.
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 Thank You