Creating high performing teams A L E X I A P A N A Y I O T O U U N I V E R S I T Y O F C Y P R U S

Transcription

1 Creating high performing teams A L E X I A P A N A Y I O T O U U N I V E R S I T Y O F C Y P R U S

2 Key questions What are the basic characteristics of groups and teams at work? What are the stages of group formation? What are the major problems typically faced by groups and teams? How can we create high performing teams? What are the + and of group decision making?

3 Work Groups and Teams A group - Two or more individuals who depend on each other, share a common goal and consider themselves as members of a group. A team - The emphasis is on collaboration in accomplishing the goal. Much of our working time is spent in groups 50% of managers time is spent in groups This percentage rises to 80% for top management

4 Why do people form groups? Security Status Self esteem Affiliation Power Goal achievement

5 The 5-stage model of group development 1. Forming 2. Storming 3. Norming 4. Performing productivity 5. Adjournin g Group comes together Insecurity, vagueness Redefinition of appropriate behavior confrontation Conflict in group Members resist boundaries trust group gels group identity formaliization Group starts performing based on norms Task completed; new groups may form Groups become more effective the further along they are Stages are not necessarily sequential Maybe several stages at once May regress if issues not resolved

6 Structure and group characteristics Roles Norms Status Size Composition and Cohesion

7 Roles Role identity Role perception Role expectations Role conflict

8 Group Norms Set acceptable standards of behavior. Describe what should and should not be done within a group. Are shared by the group's members. Suggest that certain behaviors are "better" than others.

9 Group Size Small groups can work faster Larger groups can achieve more Larger groups often result in social loafing About 5 is optimum size

10 Group Composition and Cohesion 10 Heterogeneity, diversity are key Maybe more conflict Maybe slower to react But more effective Better decision making Higher cohesion also means higher productivity

11 Decision-Making in Work Groups and Teams Advantages of Group Decision-Making Synergy Creativity Acceptance of decision Disadvantages of Group Decision-Making Longer time frame More extreme decisions Individual expertise ignored

12 Circumstances that favor using groups Factor Group Individual Type of problem or task Acceptance of decision Quality of the solution Characteristics of individuals When diverse knowledge and skills are required When acceptance by group members is valued When the input of several group members can improve the solution When group members have experienced working together When efficiency is desired When acceptance is not important When a best member can be identified When individuals cannot collaborate

13 Circumstances that favor using groups Factor Group Individual Organizational culture Amount of time available When the culture supports group problem solving When relatively more time is available When culture is competitive When relatively little time is available

14 When groups don t work well Abilene Paradox (Jerry Harvey) social loafing Groupthink (Irving Janis)

15 Abilene paradox 15 A group s inability to handle agreement There is no disagreement Group members know and agree in silence that what they are doing is wrong! Everyone knows what right thing is yet no one says anything! s

16 16

17

18 Groupthink Occurs when members of a decision-making group avoid critical evaluation of alternatives so that they can preserve a sense of group unity and consensus The attempt to reach consensus at any cost causes members to avoid judging others ideas too critically

19 19

20

21 Symptoms of Groupthink Symptom Invulnerability Rationalization Morality Stereotyping Pressure Description Members feel they are safe and protected from dangers, ostracism, or ineffective action. Members ignore warnings by rationalizing their own or others behavior. Members believe their actions are inherently moral and ethical. Members view opponents as truly evil or stupid and thus unworthy of or incompetent at negotiations around differences in beliefs or positions. Members pressure all individuals in the group to conform to the group s decision; they allow no questioning or arguing of alternatives.

22 Symptoms of Groupthink (Cont) Symptom Self-censorship Unanimity Mindguarding Description Members do not question the group s decision. Members perceive that everyone in the group has the same view. Members may keep adverse information from other members that might ruin their perceptions of consensus and the effective decision.

23 sed8sw

24 What to do about groupthink Encourage each member of the group to speak up and be critical The group members with the largest influence should remain neutral and/or silent in the beginning Consult others outside of the group Devils advocate Use sub-groups that evaluate each possible course of action Re-examine the decision before implementing

25 25

26 Myths about groups Mature people form mature groups The group is a sum of its parts The group is ineffective when it deals with issues other than its mandate Procedures and methods can be applied in all circumstances The effectiveness of a group depends entirely on its leader One must sacrifice individual freedom in order to belong to a group

27 To summarize: Efficient and effective teams Comfortable, warm, informal atmosphere Goals are shared, members believe in them, but are willing to re-evaluate when necessary Individual and group goals in harmony Flexibility and flexible thinking Respect and trust Active listening!

28 Thank you! You can reach me at