Managing Project Teams 11 1 Teams Teamwork Team

Managing Project Teams 11– 1

Teams & Teamwork Ø Team ØA small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results. Ø Teamwork ØThe process of people actively working together to accomplish common goals. Ø Team and teamwork roles for managers: ØSupervisor : the appointed head of a formal work unit. ØNetwork facilitator : a peer leader and network hub for a special task force. ØParticipant : a helpful contributing member of a project team ØExternal coach —the external sponsor of a problem-solving team staffed by others. 11– 2

Synergy in Teams • Synergy ØThe creation of a whole that is greater than the sum of its parts. ØA team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise. Ø 1 + 1 =10 (positive synergy) Ø 1 + 1 = 2 (negative synergy) 11– 3

Committees and Teams ØCommittees, project teams, and task forces — ØCommittees. • People outside their daily job assignments work together in a small team for a specific purpose. • Task agenda is narrow, focused, and ongoing. ØProjects teams or task forces. • People from various parts of an organization work together on common problems, but on a temporary basis. • Official tasks are very specific and time defined. • Disbands after task is completed. 11– 4

Types of Work teams 11– 5

Common Problems in Teams ØCommon problems in teams: ØPersonality conflicts. ØIndividual differences in work styles. ØAmbiguous agendas. ØIll-defined problems. ØPoor readiness to work. • Lack of motivation. • Conflicts with other deadlines or priorities. • Lack of team organization or progress. • Meetings that lack purpose or structure. • Members coming to meetings unprepared. 11– 6

Characteristics of High-Performing Teams • Characteristics of High-performing Teams 1. Share a sense of common purpose 2. Make effective use of individual talents and expertise 3. Have balanced and shared roles 4. Maintain a problem solving focus 5. Accept differences of opinion and expression 6. Encourage risk taking and creativity 7. Sets high personal performance standards 8. Identify with the team 11– 7

Characteristics of High-Performing Teams 11– 8

Usefulness of Teams ØUsefulness of teams: ØMore resources for problem solving. ØImproved creativity and innovation. ØImproved quality of decision making. ØGreater commitments to tasks. ØHigher motivation through collective action. ØBetter control and work discipline. ØMore individual need satisfaction. 11– 9

Effectiveness of High-Performing Teams Team Effectiveness = Quality of Inputs + (Process Gains - Process Losses) ØEffective teams … ØAchieve and maintain high levels of task performance. ØAchieve and maintain high levels of member satisfaction. ØRetain viability for the future. 11– 10

Open-systems Model for Team Effectiveness 11– 11

Resources & Group Processes Ø Resource input factors that influence group process in the pursuit of team effectiveness: ØNature of the task. ØOrganizational setting. ØTeam size. ØMembership characteristics. Ø Group process: ØThe way the members of any team work together as they transform inputs into outputs : ØAlso known as group dynamics. ØIncludes communications, decision making, norms, cohesion, and conflict, among others. 11– 12

The Five-Stage Team Development Model FIGURE 11. 1 11– 13

The Five-Stage Team Development Model 1. Forming: Øthe members get acquainted with each other and understand the scope of the project. ØEstablish ground rules through acceptable behaviors with respect to both the project and interpersonal relations. ØThis stage is completed once members begin to think of themselves as part of a group. 2. Storming: Øthis stage is marked by a high degree of internal conflict. Members accept that they are part of a project group but resist the constraints imposed by the project and group. ØThere is conflict over who will control the group and how decisions will be made. ØAs these conflicts are resolved, the project manager’s leadership becomes accepted, and the group moves to the next stage. 11– 14

The Five-Stage Team Development Model 3. Norming: The informal rules or standards that groups adopt to regulate and regularize group members’ behavior. It may result in team sanctions. Øclose relationships develop and team members agree on purpose, structure, and leadership and are prepared to start performing. ØFeelings of shared responsibility for the project are heightened. ØThe norming phase is complete when the group structure solidifies and the group establishes a common set of expectations about how members should work together. ØPerformance norms: Define the level of work effort and performance that team members are expected to contribute to the team task. 11– 15

How cohesiveness and norms influence team performance 4. Performing: ØThe team operating structure at this point is fully functional and accepted. ØGroup energy has moved from getting to know each other and how the group will work together to accomplishing the project goals. ØA period of productivity, achievement, and pride as the team members work together to get the job done. 5. Adjourning: ØFor conventional work groups, performing is the last stage of their development. ØHowever, for project teams, there is a completion phase. ØDuring this stage, the team prepares for its own disbandment. ØHigh performance is no longer a top priority. Instead attention is devoted to wrapping up the project. 11– 16

The Five-Stage Team Development Model 11– 17

Guidelines for building positive norms: ØAct as a positive role model. ØReinforce the desired behaviors with rewards. ØControl results by performance reviews and regular feedback. ØOrient and train new members to adopt desired behaviors. ØRecruit and select new members who exhibit desired behaviors. ØHold regular meetings to discuss progress and ways of improving. ØUse team decision-making methods to reach agreement. 11– 18

Examples of the norms of high-performance teams 1. Confidentiality is maintained; no information is shared outside the team unless all agree to it. 2. It is acceptable to be in trouble, but it is not acceptable to surprise others. Tell others immediately when deadlines or milestones will not be reached. 3. There is zero tolerance for bulling a way through a problem or an issue. 4. Agree to disagree, but when a decision has been made, regardless of personal feelings, move forward. 5. Respect outsiders, and do not flaunt one’s position on the project team. 6. Hard work does not get in the way of having fun. 11– 19

Team Cohesiveness Ø Cohesiveness: The degree of interpersonal attractiveness within a group, dependent on factors like proximity, similarities, attraction among the individual group members, group size, intergroup competition, and agreement about goals. ØThe degree to which members are attracted to and motivated to remain part of a team. ØCan be beneficial if paired with positive performance norms. 11– 20

Guidelines for increasing team cohesion: ØInduce agreement on team goals. ØIncrease membership homogeneity. ØIncrease interaction among members. ØDecrease team size. ØIntroduce competition with other teams. ØReward team rather than individual results. ØProvide physical isolation from other teams. 11– 21

Sources and Consequences of Team/group Cohesiveness 11– 22

How cohesiveness and norms influence team performance Positive norms + high cohesiveness high performance and strong commitments to positive norms. 11– 23

How cohesiveness and norms influence team performance ØPositive norms + low cohesiveness moderate performance and weak commitments to positive norms. ØNegative norms + low cohesiveness low to moderate performance and weak commitments to negative norms. ØNegative norms + high cohesiveness low performance and strong commitments to negative norms. 11– 24

Conditions Favoring Development of High Performance Project Teams • Ten or fewer team members • Voluntary team membership • Continuous service on the team • Full-time assignment to the team • An organization culture of cooperation and trust • Members report only to the project manager • All relevant functional areas are represented on the team • The project has a compelling objective • Members are very close to each other 11– 25