TEAM DEVELOPMENT TEAM TRAINING Joining Together Group Theory

TEAM DEVELOPMENT, TEAM TRAINING Joining Together: Group Theory and Group Skills 11 th Edition David W. Johnson Frank P. Johnson

Chapter Thirteen: Objectives Understand The Nature Of Teams Understand The Different Types Of Teams Understand The Impact Of Organizational Context On Team Functioning Understand How To Form, Structure, Nurture, And Build Teams Understand How To Assess The Quality Of Taskwork And Teamwork Understand The Nature Of Total Quality Management Understand How To Deal With Problem Behaviors In Teams Refine Skills In Being A Productive Team Member Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -2

What Is A Team? Team is a set of interpersonal interactions structured to achieve established goals Team consists of two or more individuals who • Are aware of their positive interdependence as they strive to achieve mutual goals, • Interact while they do so, • Are aware of who is and is not a team member • Have specific roles or functions to perform • Have a limited life span of membership Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -3

Team Vs. Working Group Team: High Interdependence • Mutual Goals • Role Differentiation And Integration • Joint Efforts Required Working Group: Low Interdependence • Individual Goals For Each Member • No Role Differentiation • Each Member Can Achieve Goal Alone Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -4

Types Of Teams Setting: • Work • Learning • Sports How They Are Used: • Problem Solving Teams • Special Purpose Teams • Self-Managing Teams What They Do: • Recommend • Make Or Do • Run, In Charge Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -5

Electronically Linked Teams Benefits: • Communication Is Asynchronous • Communication Is Fast • Participation Is Equalized, Less Affected By Prestige And Status • Participants Feel Freer To Speak Their Minds, Throw Out New Ideas, Disagree With Someone In A Higher Position • Ability To Link With Other Teams, Offices, Locations Shortcomings: • Relies On Plain Text • Text Is Ephemeral, Quickly Deleted Without Consideration • Participants Less Constrained, Influenced By Conventional Norms • Anonymity Results In Less Individuality, Empathy, Guilt, Concern • Lacks Richness Of Face-To-Face Interaction • Subject To security Issues And Technical Downtime Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -6

Research On Teams Johnson & Johnson (1992) • Working In Cooperative Teams Resulted In Higher Individual Productivity And Achievement Than Did Working Alone, Competitively Or Individualistically • Working In Cooperative Teams Resulted In Higher Group Productivity Than Did Working In Teams With Competitive Or Individualistic Structures Freeberg & Rock (1987): Cooperation Among Members Important Influence On Team Productivity Qin, Johnson, & Johnson (1995): Members Of Cooperative Teams Outperformed Individuals Working Competitively Or Individualistically Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -7

Organizational Context Mass-Production Structure: Reduce Costs Of Making Large Quantities Of Same Products • Authority Hierarchy • Divide Work Into Small Component Parts • Individuals Work Separately From Others, Low Interdependence • Individuals Compete With Co-Workers, Low Social Support • Emphasizes Personal Motivation And Responsibility Team-Based Structure: Continuous Improvement Of Quality Of Products • Individuals Work As Part Of Teams, High Social Support • Small Groups Create Whole Product, High Interdependence • Hierarchy Of Teams Or “Families” • Emphasizes Group Goals, Leadership, Group Responsibility Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -8

Organizational Development Organization Is A Set Of Interpersonal Relationships Structured To Achieve Established Goals. Organizational Development Is Use Of Diagnosis And Intervention Procedures To Promote Effective Interpersonal, Group, And Intergroup Behavior Within The Organizational Effectiveness Is The Extent To Which The Organization Achieves Its Goals With The Use Of Minimal Resources • Achieving Organization’s Goals • Maintaining Effective Working Relationships Among Members • Adapting To External Environment Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -9

Action Research Model Diagnose Current Organizational Functioning • Build Normative Theory • Measure Current Functioning • Analyze Data Give Feedback To Relevant Members Discuss And Plan How To Improve Implement Action Plan Re-Diagnose Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -10

Team Building Analyzing work procedures and activities to improve team productivity, quality of relationships, level of social skills, and team adaptability Aimed at increasing long-term team effectiveness Based on action research model Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -11

Forming The Team Keep Size Of Teams Small Select Members On Basis Of Expertise And Skills Provide Resources Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -12

Establishing The Team Redefine Mission Into Specific Team Goals (Positive Interdependence) Establish Individual and Team Accountability Build Team Commitment Provide Training in Task and Team Skills Promote Group Processing Conduct Administrative Tasks • Frequent Meetings Where Members Promote Each Other’s Success • Structure First Meetings Carefully • Establish Clear Rules Of Conduct • Expose Team To New Facts And Information Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -13

Building Team Commitment Top Management Gives Team Task Team Redefines Task Into Mutual Goals Are Translated Into Specific Performance Goals That: • Define Work Products • Facilitate Clear Communication And Constructive Conflict Resolution • Measure Progress • Level Power And Status • Allow Group To Achieve Short-Term Goals • Provide Compelling Symbols Of Accomplishment Accountability: • Individual • Team Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -14

Assessing Quality Of Work Flowchart Cause-And-Effect Diagram Check Sheet Pareto Chart Run Chart Scatter Diagram Histogram Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -15

Using Teams For Training Enhances Achievement Through Oral Rehearsal And Discussion Members Provide Each Other With Feedback Members Encourage And Motivate Each Other Promotes Attitude Development Changes Self-Identity Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -16

Total Quality Management TQM: Use Of Teams To Improve Continuously The Processes By Which The Product Or Service Is Produced Continuous Improvement: • Involve Everyone In Search For Incremental Improvements • Provide Training, Resources, Authority To Identify And Solve Problems • Set High-Performance Target And Measure Results • Focus Visions On Needs Of Customer Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -17

Deming’s Principles Create Constancy Of Purpose Adopt The New Philosophies Of Quality And Improvement Cease Dependence On Mass Inspection End Awarding Business On Price Tag Alone Improve Constantly Systems Of Work Institute On-The-Job Training Institute Leadership Drive Out Fear Break Down Barriers Between Areas Eliminate Slogans Eliminate Numerical Quotas Remove Barriers To Pride Of Workmanship Institute Vigorous Program Of Education And Self-Improvement Take Action To Accomplish Transformation Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -18

Continuous Improvement Procedure Form Teams Select A Process For Improvement Define The Process Clearly Develop A Design For Gathering Information About the Process to Analyze Its Effectiveness Generate An Improvement Plan Institutionalize Changes That Work Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -19

Dealing With Problem Behaviors Passive Uninvolvement Active Uninvolvement Independence Taking Charge Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -20

Summary A team is a set of interpersonal interactions structured to achieve established goals Teams are more effective than Individuals working by themselves Differences between a mass-production organization and a team-based highperformance organization Team effectiveness can be ensured by focusing on team development Total Quality management fosters continuous improvement Teamwork problems can be solved Johnson. Joining Together: Group Theory and Group Skills, 11 e. © 2013, 2009, 2006, 2003, 2000 by Pearson Education, Inc. All Rights Reserved 13 -21