Lesson 1 Unit 15


Unit 15: Developing Successful Business Teams


Aims 1 Understand the features of  successful business teams  3 .

1 describe the characteristics of successful business teams  1.2 assess the importance of team  roles in successful business teams  1.Objective 1.3 analyse the value of using  theoretical models when building  successful business teams  4 .

skills. and knowledge ○ The knowledge and information necessary for innovation and successful and fast decision making requires a group of people with specialized information and expertise. .Why Teams? 1) Teams can enable the integration of diverse perspectives.

Why teams. 2) Teams can increase success  Research shows that working in teams improves the quality of outcomes when the job is complex. knowledge integration. and judgment. . requires multiple skills. cont.

Strong leadership is not always necessary for strong teams . Managers frequently fail to recognize their team-building responsibilities ○ But.Why All Teams Don’t Work Well    Successful teams require more than members with common sense Most people don‟t change their behavior in teams because they think they already have excellent teamwork skills.

What Matters Most in Teams Goals and Planning External Alliances Culture (What We Do & Why) Outcome: Unified Commitment to Team Goals Processes and Procedures (How We Execute) Outcome: Efficient Work Teams Roles and Responsibilities (Who Does What) LEADERSHIP Outcome: Accountability Relationships Outcome: Highly Productive Work Environment (How We Work Together) Functional Groups Other Stakeholders Influence of and on The External Environment .

… Creates clarity about “how to do task” Respect and individual understanding & open discussions about any of the 4 building blocks Creates clarity about “how we work together” 9 .The Basic Building Blocks of a Team GOALS ROLES PROCEDURES RELATIONSHIPS Limited set of goals understood and shared by every team member  Creates focus/clarity about “why” Make roles & responsibilities explicit  Creates clarity about “who does what?” Clear agreements on way of working together. reporting. follow-up.

Team Approach: Outward-InwardForward Managing the basic team process Looking Outward: Influence of the external environment GOALS ROLES PROCEDURES RELATIONSHIPS LEADERSHIP ENVIRONMENT Looking Inward: Looking Forward: Influence on the external environment Team Process = Goals* Roles*Procedures*Relations Leadership .

focus on planning. and working together to deliver the expected results the expected results. providing feedback. network in order to maximize success of the core goals Coordinating Create cross-functional processes .create an appropriate Visioning. explore where innovation might occur. Develop new capabilities .make Team sure all the functional expertise is available to be able to deliver . Align and integrate the different parties and partners in order to maximize the use of available resources group strategy .assess ‘new’ internal or external players. problem solving.Different Types of Teams Have Different Goals Task Force Execute work to be done. taking into account environmental needs Team Anticipate where the organization is heading .integrate all functions in order to get the work done. Developthat creates horizontal synergy amongst portfolio strategy various Strategic organization units. organization.

Delivering or carrying out team decisions Coordinating Coordinating the process and content between Team different units Visioning.Different Types of Teams Require Different Roles Team leader Task Force Team members Following up on the tasks of Bringing in and sharing team members and unique knowldge and skills coaching on the task Participating in the coordination process. Strategic Team Creating a common goal between the different stakeholders Sharing stakeholder ideas. Managing the interface 12 .

Manage the short term tensions vs the long term common benefits. Clearly define common goal and different contributions of the sub-teams. Support the interaction process continuously!!! Coordinating Team Envisioning. Strategic Team . Make the differences in stakes explicit. Attend to structuring and visualising the interdependency of the different groups.”defining the different forces on the team. Define the common ground for the team. Build up a “risk chart” with regard to the interdependencies and communication. Define how to work together (task oriented „how‟).Different Types of Teams Require Different Procedures Task Force Visualize the roles and tasks and define personal contributions. Build up a “stakeholder analysis. Attend to the way people deal with each other operationally: Do we use each other‟s skills appropriately? Visualise the work flow and the different interdependencies.

engaging direction!!!  The task requires team work  Individual rewards for team success  Adequate material resources  Authority to manage the work  14 .Additional Critical Success Factors for Teams Clear.

Does the task require teamwork? Pooled interdependence Group Members X Product Sequential interdependence P1 P2 P3 X Product Reciprocal interdependence P1 P2 P3 .

Team Communication Dilemmas  Biases and points of possible error • • • • • • Message tuning/Message distortion Biased interpretation Perspective-taking failures Transparency illusion Indirect speech “I wish someone would” Uneven communication problem .

More Team Participation/Communication Dilemmas Each person has incentive to free ride  Strategies to enhance cooperation and participation and minimize competition  • Build team identity • Make pledges (team ground-rules)  The information dependence problem • The group can only work with information that is shared & discussed • Not all information gets shared or discussed .

D.D.D A.C.D: Shared by 2 people between 3 people E.C: Common to all 3 people B.B.B.C.C.D.F A.E A. .B.F C.B.D B.E.C.F A.C.F: Unique to 1 person All information fully-shared by all 3 people.B.F A.F No overlap of information A.E A.E.E.D.C.The Common Knowledge Effect 3 Initial-Distribution Conditions A.

C A.B.D.G A.H A.B.E 8 # of independent pieces of positive information Alva Jane Bill 5 5 .F.C.Hidden Profiles A.G.B.B.E A.B.G.B.H A.H A.C.D.D.E C.E F.C.D.F.B.

Information Dependence Problem: Things That Don’t Work Increasing the amount of discussion  Separating review and decisions  Increasing team size  Increasing information load  Accountability  Pre-discussion polling  20 .

not a “judgment” to be made Ranks rather than chooses Considers decision alternatives one at a time Heightens team members’ awareness of types of information likely to be possessed by different individuals Suspends initial judgment Builds trust and familiarity among team members Minimizes status differences .Team Leader as Communication/ Information Manager         Redirects and maintains focus of discussion to unshared (unique) information Labels task as problem to be “solved”.

Procedures. relationships RESULTS Process People • Change team members or leader • Training for team members or leader . roles. Process or People Product • Mission/vision/strategy • Reason of Existence/Core Task • Product/services to deliver • Customer & stakeholder expectations • Change aspects of the basic building blocks: Goals.Making Change: Through Product.

 STEP 2: LOOKING INWARD  ASSESSMENT . create the „learning tension‟  Adoption: mobilize the energy.Team Development: Step-By-Step  STEP 1: LOOKING OUTWARD  ANALYSIS OF THE CONTEXT  Influences of the environment (stakeholders. “we feel the sense of urgency. strategic imperatives. customers. challenges in the organization. believe in and own the team development”. processes).AWARENESS – ADOPTION  Assessment of the “As Is”:” where are we now? How is the team doing today?” Define the gaps with regard to “where we are now” and “where we want to be”  Awareness: proof of the need.  STEP 3: LOOKING FORWARD  ACTION  Internal: “How will we function differently as a team?”  External: “How will we impact on the environment differently?” . we understand.

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