Chapter 6 GROUPS and TEAMS Teams vs Groups

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Chapter 6 GROUPS and TEAMS

Chapter 6 GROUPS and TEAMS

Teams vs. Groups Teams: • - Shared leadership roles and collective work-product • -

Teams vs. Groups Teams: • - Shared leadership roles and collective work-product • - Rely on individual accountability and on mutual accountability. Groups: • - Strong, clearly-focused leadership and individual work product • - Rely on individual accountability only

The Power of Teams Five Key Principles: (1) a meaningful common purpose that the

The Power of Teams Five Key Principles: (1) a meaningful common purpose that the team has helped shape (2) specific performance goals that flow from the common purpose (3) a mix of complementary skills (4) a strong commitment to how the work gets done (5) mutual accountability.

Conflict Management • Conflict is inevitable • Conflict can be a positive experience •

Conflict Management • Conflict is inevitable • Conflict can be a positive experience • A natural and beneficial by-product of diversity and good organizational culture • Conflict is a variation of wants, needs, ideas and expectations • Conflict Management is essential to Group and Team Process

Resolving Conflict • Step One: Understand the cause • Step Two: Recognize the intensity

Resolving Conflict • Step One: Understand the cause • Step Two: Recognize the intensity • Step Three: Strategies to address the conflict: - Competing - Accommodating - Avoiding - Compromising - Collaborating

Leveraging Teams The Sequential Problem Solving: • Emphasizes logical, sequential analysis within known parameters

Leveraging Teams The Sequential Problem Solving: • Emphasizes logical, sequential analysis within known parameters • Results in incremental changes Connective Problem Solving: • Combing varied knowledge in novel way and moving beyond existing boundaries/rules • Results in radical

The Super Team • Organizationally distinct units tightly integrated as the senior executive level

The Super Team • Organizationally distinct units tightly integrated as the senior executive level • Leverage vital group processes, structures and exploit the advantage of separate cultures with remarkable and radically innovative results. • “Ambidextrous organizations” • Breakthrough products or services

Effective Groups and Teams Groups Teams and OrganizationalEffective Groups and Teams Groups Teams and Organizational
Groups Teams Introduction Groups and teams are aGroups Teams Introduction Groups and teams are a
Groups vs Teams Groups l Groups are aGroups vs Teams Groups l Groups are a
Chapter 14 Groups and Teams Managing Teams NNAChapter 14 Groups and Teams Managing Teams NNA
Chapter 6 Work Teams and Groups Groups andChapter 6 Work Teams and Groups Groups and
Chapter 6 Work Teams and Groups Groups andChapter 6 Work Teams and Groups Groups and