Working in Groups Working in Teams Characteristics of

Working in Groups Working in Teams

Characteristics of Groups Size Interaction Interdependence Duration Identity

What Makes a Group a Team? Clear and Inspiring Shared Goals A Results-driven Structure Competent Team Members Unified Commitment More. . .

What Makes a Group a Team? continued. . . Collaborative Climate Standards of Excellence External Support and Recognition Principled Leadership

Types of Groups Closed Groups >Brainstorming >Quality circles volunteer group / problem solving / leader emerges >Focus groups >Support groups

Self-directed Work Teams Characteristics of Self-directed Teams Technical or Functional Expertise Problem-solving or Decision-making Skills Interpersonal Skills

Open Groups Symposium A meeting or conference for discussion of a topic, especially one in which the participants form an audience and make presentations Panel discussion Forum A public meeting place for open discussion

Groups and Teams options Face-to-face Teams Virtual Teams www. gotomeeting. com/fec/

Systematic Problem Solving 1. Define the Problem 2. Analyze the Problem 3. 4. 5. 6. 7. Establish Criteria for a Solution Consider Possible Solutions to the Problem Decide on a Solution Implement the Solution Follow-up on the Solution

Trait Approach Centralized Leadership The leader exercises leadership controls based on individual characteristics Style Approach attempts to analyze how leaders act in certain situations and what they do to attain and maintain their leadership Contingency Approaches or Situational Approaches -- adapt to situation Functional Approach focus on HOW leadership occurs rather than on WHO Leadership Emergence --Leadership emerges in three phases. First, those who are unsuitable are eliminated. Then one potential leader is selected. Finally, there is a probationary period during which the leader must continue to demonstrate his/her skills.

Shared Power in Groups Position Power Coercive Power Reward Power Expert Power Referent Power -- Influence over others, acquired from being well liked or respected by them (more)

Shared Power in Groups continued… Information Power Connection Power Functional Perspective -- views society as an organism in which each part serves a function

Stages in Group Problem Solving Orientation Phase Conflict Phase Emergence Phase Reinforcement Phase

Decision-making Methods Consensus Majority Vote Minority Decision Expert Opinion Authority Rule

Choosing a Decisionmaking Method What Type of Decision Is Being Made? How Important Is the Decision? How Much Time Is Available? What Are the Personal Relationships Among Members?

Recognize Both Group and Personal Goals Group Goal Athletic Team Wants to Win Team Championship Sales Department Wants to Meet Annual Sales Target Retailer Wants to Expand Hours to Attract New Business Company Wants Employee to Attend Seminar in Minneapolis

Recognize Both Group and Personal Goals Personal Goal Athlete wants to be star for social awards Sales representative wants to earn bonus and receive promotions Employees want to avoid working nights and weekends Employee wants to visit family in Minneapolis

Typical Constructive (and Destructive) Norms for Working Groups Handle(ignore) business for co-workers who are away from their desks Be willing (refuse) to admit your mistakes Occasional time off from work for personal reasons is (isn’t) okay, as long as the absence won’t harm the company

Typical Constructive (and Destructive) Norms for Working Groups continued. . . Do (don’t) be willing to work overtime without complaining when big, important deadlines approach Say so (keep quiet) if you disagree. Don’t (do) hint or go behind others’ backs.

Factors that Promote Optimal Level of Cohesiveness Shared or Compatible Goals Progress Toward Goals Shared Norms or Values Minimal Feelings of Threat Among Members Interdependence Among Members Competition Form Outside the Group Shared Group Experiences

Avoid Excess Conformity Groupthink * Risky Shift Illusion That the Group Is Invulnerable Tendency to Rationalize or Discount Negative Information Willingness to Ignore Ethical or Moral Consequences of the Group’s Decision Stereotyped Views of Other Groups Group Pressure to Conform

Avoid Excess Conformity Groupthink * Risky Shift continued… Self-censorship Illusion of Unanimity “Mindguards” Against Threatening Information -- a member of the group who, in an attempt to preserve the central group idea, omits any information which may cause doubts to arise within the group Groupthink is defined as “A strong concurrenceseeking tendency that interferes with effective group decision making” (Forsyth)

Encourage Creativity Conduct a Warm-up Session Generate Possible Solutions Eliminate Duplicate Ideas Evaluate Ideas

Task function in groups Information giver Offers facts, relevant evidence Information seeker Asks others for information Opinion Giver Opinion Seeker (more)

Task function in groups Starter ‘let’s get moving’ Summarizer Diagnoser assesses group behavior “We spend a lot of time. . . ” Energizer invigorates, enthuses Gatekeeper Reality tester “could we really plan a carnival in 3 weeks? ”

Social / relational functions Participation encourager Harmonizer -- mediates conflicts Tension reliever Praise giver Empathic listener -- listen w/o evaluating All functional roles

Dysfunctional roles Blocker Attacker Recognition-seeker Joker Withdrawer

Group decision making 1. . . Recommend how to spend $50, 000 for TAMU-Commerce to improve its recruiting efforts to area high schools Must come up with specific budget Must show it will be effective use of money Must show it will be received

Other group decision making. . . Group makes recommendations for how to improve communication between administration and students Group makes recommendations for how to improve student life