Groups & Teams - … measuring team effectiveness: Productive output meets the standards of...

05-03-2011

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Groups & Teams Dipan Vaishnav

Dots & Arrows Consulting

DAY 6

2 Dots & Arrows Consulting

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Group Perspective

Group perspective looks at how different

group characteristics can affect

relationships both with the leader and

among the followers.

Two characteristics of group are mutual

interaction and reciprocal influence.

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Teams v/s Groups

Team members have a stronger sense of identification among themselves.

Team members have common goals or tasks. Group members have lesser degree of consensus; may have personal goals and interests.

Task interdependence is greater in Teams. Group members contribute by working independently.

Team members have more differentiated and specialized roles.


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Group

“Two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person.”

Reciprocal influence between leaders and followers.

Group members interact and influence each other.

Individuals are not constrained only to one group.


Group v/s Organization

Groups can exist within organizations.

Organizations are large- many people may

not know each other.

Groups impact one’s feelings and self-

image.

People identify more with groups than

with organizations they belong to.


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Group Size

Impacts both leaders and followers.

Leader emergence can be a function of group size.

In large groups, cliques are likely to emerge- have a greater influence on the members.

Affects leader’s behavioral style. Large span of control- more directive, less time with subordinates, impersonal approach.

Affects group effectiveness


Group Size

Increase in group size can have additive

effect on output.

Beyond a certain size, returns diminish.

Social loafing is a phenomenon leading to

diminished returns.

Social facilitation increases effort or

productivity.


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Developmental Stages of Groups

Forming: polite conversation, gathering information about colleagues, etc.

Storming: intra-group conflict, heightened emotional levels and status differentiation.

Norming: emergence of leader, development of group norms and cohesiveness.

Performing: group members play functional, inter-dependent roles focused on performance of group tasks.


Group Roles

Group roles are the sets of expected

behaviors associated with particular jobs

or positions.

In a group, roles change as situations

change.

Broadly, there are Task roles and

Relationship roles.


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Task Roles in Groups

Initiating: defining the problem.

Information seeking: asking questions, seeking relevant data.

Information sharing: providing data, offering opinions.

Summarizing: reviewing and integrating others’ points, checking for common understanding and readiness for action.

Evaluating: assessing validity of assumptions, quality of information, reasonableness of recommendations.

Guiding: keeping the group on track.


Relationship Roles in Groups

Harmonizing: resolving interpersonal

conflicts, reducing tension.

Encouraging: supporting and praising

others, showing appreciation for others’

contributions, being warm and friendly.

Gatekeeping: assuring even participation, all

get a chance, no one individual dominates.


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Dysfunctional Roles in Groups

Dominating: monopolizing group time,

forcing views on others.

Blocking: stubborn, blocking and impeding

group work, persistent negativism.

Attacking: belittling others, creating a

hostile or intimidating environment.

Distracting: engaging in irrelevant

behaviors, distracting others’ attention.


Role Conflict

Receiving contradictory messages about

expected behavior.

Can adversely affect one’s emotional well-

being and performance.


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Role Conflict- Ways

Intrasender role conflict: when same

person sends mixed signals.

Intersender role conflict: inconsistent

signals from different people.

Interrole conflict: one is unable to perform

all of his roles equally well.

Person-role conflict: when expectations

violate a person’s values.


Role Ambiguity

Role conflict is when one receives clear

messages but are not congruent.

Role ambiguity is when there is lack of

clarity about just what the expectations

are.


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Group Norms

Norms are informal rules groups adopt to

regulate and regularize group members’

behaviors.

Norms do not govern all behaviors; only

those the group feels are important.


Group Norms

Norms get enforced if they:

◦ Facilitate group survival.

◦ Simplify or make group behavior predictable.

◦ Help avoid interpersonal problems.

◦ Express central values and clarify the group’s

identity.


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Group Cohesion

Group cohesion is the glue that keeps a

group together.

Sum of forces that:

◦ Attracts members to a group.

◦ Provides resistance to leaving it.

◦ Motivates them to be active in it.


Group Cohesion & Performance

Greater cohesiveness does not always

lead to higher performance.

◦ Highly cohesive but unskilled group is still an

unskilled group.

◦ Highly cohesive groups may sometimes

develop goals contrary to the larger

organization’s goals.

◦ Overbounding can block the use of outside

resources.


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Group Cohesion & Performance

Groupthink: when cohesive groups tend to

evolve strong informal norms to preserve

friendly internal relations.

Ollieism: when illegal actions are taken by

overly zealous and loyal subordinates,

with an intention to please their leaders.


DAY 7


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Teams

Team Effectiveness.

Team Leadership.


Effective Team Characteristics

Task Accomplishment.

Group Maintenance (interpersonal

aspects).


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Task Accomplishment

Clear mission & high performance

standards.

Take stock of resources- internal and

external.

Secure these resources.

Assess technical skills of team members.

Plan and organize to make optimal use of

available resources.


Group Maintenance

High levels of communication- helps team

members stay focused on mission and

better utilize the resources, knowledge

and skills.

Minimize interpersonal conflicts.


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GINNETT’S TEAM LEADERSHIP MODEL


Ginnett’s Model

Ginnett’s Model for team design suggests

four components to help the team

members get off to a flying start.

The four variables have to be in place

right from the beginning.


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Organizational Shells

Team at

Work

Task Structure

Does the team know what it’s task is?

Is the task reasonably consistent with the

mission statement?

Does the team have meaningful piece of

work?

Sufficient autonomy to perform?

Access to knowledge of results?


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Group Boundaries

Is the collective membership of the team

appropriate for the task?

Are there too few? Or too many?

Do the members collectively have

sufficient (relevant) knowledge and skills?

Sufficient maturity and interpersonal skills

to resolve conflicts?

Appropriate amount of diversity?


Norms

Norms can be acquired in three ways:

◦ Import from organization outside the team.

◦ Instituted and reinforced by the leader.

◦ Developed by the team itself as the situation

demands.

Regularly scan and review prevailing

norms to ensure they support overall

objectives.


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Authority

Has the leader:

◦ Established a climate where his authority can

be used in a flexible manner?

◦ Established sufficient competence for the

group to comply under different conditions?

◦ Made the team members comfortable to ask

questions to the leader.

Can authority shift to appropriately match

the conditions?


Ginnett’s Team Leadership Model

The Leader’s main job is to determine

what “needs” the team is faced with and

then take care of them.

First identify what a team needs to be

effective and then to point the leader

either toward the roadblocks that are

hindering the team or to make the team

even more effective than it already is.


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Ginnett’s Model (Systems Theory)

HPT

What’s Going On?

Individual Characteristics

Team Factors

Organizational Systems


Input

Process

Output

Ginnett’s Model- Output

Outputs are the results of the team’s work.

For measuring team effectiveness:

◦ Productive output meets the standards of quantity, quality and timelines of the people who use the product or service.

◦ Group process enhances the ability of the members.

◦ Enhances the growth and personal well-being of the team members.


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Ginnett’s Model- Output


Goal

HPT

High Performance Teams

3 Components

Outcomes are

acceptable to

stakeholders.

Future capability

of the team

improves.

Individuals are satisfied

Ginnett’s Model- Process

Adhering to the right process by team

members is important to save time (eg.

building a satellite).

Monitoring of process is important for

team effectiveness.

Process measures help diagnose team’s

ultimate effectiveness.

Helps identify problems if any and tackle

the root cause.


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Ginnett’s Model- Process


What’s Going On?

P1- Effort

P2- Knowledge & Skills

P3- Strategy

P4- Group Dynamics

Ginnett’s Model- Inputs

Inputs are what is available for the team

members to go about their work:

◦ Individual factors.

◦ Psychological factors.

◦ Environmental factors.


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Team Leadership

A leader’s main job is to identify and help

satisfy team needs.

Leader’s action depends upon where the

team is in its development.

A leader must Dream, Design and

Develop.


Team Leadership- Dream

Team needs to have a clear vision.

Communicate and help team members

“paint their own picture” of where the

team is headed.


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Team Leadership- Design

Design of the team is most critical.

Deviations if any, need to tackled at the

input stage rather than at the end.

Team members to have a clear sense of

direction and vision.


Team Leadership- Development

On-going work done with the team at the

process level.

Continuously find ways to improve.


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Three Functions of Leadership

HPT

What’s Going On?

Individual Characteristics

Team Factors

Organizational Systems


DESIGN

DEVELOP

Output

DREAM

Process

Input

L

E

A

D

E

R

S

H

I

P

Diagnosis & Leverage Points


HPT

P1- Effort

I1- Motivation & Interests

T1- Team Tasks

O1- Reward Systems

HPT

P2- Knowledge&

Skills

I2- Skills & Abilities

T2- Team Composition

O2- Education Systems

HPT

P4- Group Dynamics

I4- Interpersonal Behaviour

T4- Authority Dynamics

O4- Control Systems

HPT

P3- Strategy

I3- Values & Attitudes

T3- Team Norms

O3- Information Systems

1 2

3 4

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Diagnosis & Leverage Points- 1


HPT

P1- Effort

I1- Motivation & Interests

T1- Team Tasks

O1- Reward Systems



HPT

P2- Knowledge& Skills

I2- Skills & Abilities

T2- Team Composition

O2- Education Systems

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HPT

P3- Strategy

I3- Values & Attitudes

T3- Team Norms

O3- Information Systems



HPT

P4- Group Dynamics

I4- Interpersonal Behaviour

T4- Authority Dynamics

O4- Control Systems

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Ginnett’s Team Leadership Model

In this approach, Leadership is a function

of the team not that of the leader and his

/ her characteristics.

In addition to this, there are several

feedback loops which provide information

to various levels of the organization.

Information flows either formally or

informally.


HILL’S MODEL FOR TEAM LEADERSHIP


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Hill’s Model for Team Leadership

Places leadership in the driver’s seat.

Provides a mental road map to help the

leader diagnose team problems and take

appropriate actions.

Leader needs to be behaviourally flexible

and have a wide range of actions or skills.

Leader is responsible for ensuring team

effectiveness.


Hill’s Model for Team Leadership


Leadership Decisions

• Monitor or take action

• Task or relational

• Internal or external

Internal Leadership Actions External Leadership Actions

Task

Goal focusing

Structuring for results

Facilitating decision

making

Training

Maintaining standards

Relational

Coaching

Collaborating

Managing conflict

Building commitment

Satisfying needs

Modeling principles

Environmental

Networking

Advocating

Negotiating support

Buffering

Assessing

Sharing information

Team Effectiveness

Performance

Development

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Leadership Decision- 1

Monitor or take action?

◦ Depends upon internal and / or external group issues.

(McGrath’s Critical Leadership Functions).

MONITOR ACTION

INTERNAL

Diagnosing Group

Deficiencies

1

Taking Remedial Action

2

EXTERNAL

Forecasting

Environmental Changes

3

Preventing Deleterious

Changes

4



Meet task, or relationship needs?

◦ Task functions: getting the job done, making

decisions, solving problems, adapting to

changes, making plans and achieving goals.

◦ Relationship (or maintenance): developing a

positive climate, solving interpersonal

problems, satisfying members’ needs and

developing cohesion.


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Intervene internally? Or externally?:

◦ Is there a conflict between members of the

group?

◦ Are the team goals unclear?

◦ Is the organization not providing proper

support?


Internal Task Leadership Actions

Goal focusing:

◦ Clarifying, gaining agreement.

Structuring for results:

◦ Planning, visioning, organizing, clarifying roles,

delegating.

Facilitating decision making:

◦ Informing, controlling, coordinating, mediating,

synthesizing, issue focusing.


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Internal Task Leadership Actions

Training team members in task skills:

◦ Educating, developing.

Maintaining standards of excellence:

◦ Assessing team and individual performance,

confronting inadequate performance.


Internal Relational Leadership

Actions Coaching team members in interpersonal

skills.

Collaborating:

◦ Including, involving.

Managing conflict and power issues:

◦ Avoiding confrontation, questioning ideas.


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Internal Relational Leadership

Actions Building commitment:

◦ Being optimistic, innovating, envisioning,

socializing, rewarding, recognizing.

Satisfying individual needs:

◦ Trusting, supporting, advocating.

Modeling ethical and principled practices:

◦ Fair, consistent, normative.


External Environmental Leadership

Actions Networking and forming alliances in

environment:

◦ Gather information, increase influence.

Advocating and representing team to

environment.

Negotiating upward to secure necessary

resources, support and recognition for

team.


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External Environmental Leadership

Actions Buffering team members from

environmental distractions.

Assessing environmental indicators of

team’s effectiveness:

◦ Surveys, evaluations, performance indicators.

Sharing relevant environmental

information with team.


Team Effectiveness

Performance:

◦ Task accomplishment.

◦ Quality of decision making, ability to implement decisions, outcomes in terms of problems solved and work completed.

Development:

◦ Maintenance of team.

◦ Cohesiveness of the team and the ability of group members to satisfy their own needs while working with other team members.


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Team Leadership

Team leadership is complex.

The leader is to do whatever is necessary to

take care of unmet needs of the group.


Characteristics of Team Excellence

Clear elevating goal.

Results-driven structure.

Competent team members.

Unified commitment.

Collaborative climate.

Standards of excellence.

External support.

Principled leadership.


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THANK YOU Dipan Vaishnav

Dots & Arrows Consulting

W- www.dotsandarrows.in

E- [email protected]

C- +91-95-5880-7257

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