THE MISSING LINKSTHE MISSING LINKSTHE MISSING LINKSTHE MISSING LINKS

THETHE IMPACT OF EMPLOYEE-GROUP IMPACT OF EMPLOYEE-GROUP STRATIFICATION ON LIBRARY DIVERSITY STRATIFICATION ON LIBRARY DIVERSITY

INITIATIVES AND ORGANIZATIONAL CHANGEINITIATIVES AND ORGANIZATIONAL CHANGE

Toni OlshenToni Olshen

York UniversityYork University

Living the Future IILiving the Future II

April 22, 1998April 22, 1998

PROFILE OF YORK UNIVERSITYPROFILE OF YORK UNIVERSITYPROFILE OF YORK UNIVERSITYPROFILE OF YORK UNIVERSITY

¨ 33,990 undergraduate students -2,325 33,990 undergraduate students -2,325 on campus - 7,975 part-timeon campus - 7,975 part-time

¨ 3,910 graduate students - 1,325 on 3,910 graduate students - 1,325 on campuscampus

¨ 1,125 faculty members1,125 faculty members¨ 6,025 other staff6,025 other staff

YORK UNIVERSITY LIBRARY YORK UNIVERSITY LIBRARY STAFF - 1997STAFF - 1997

YORK UNIVERSITY LIBRARY YORK UNIVERSITY LIBRARY STAFF - 1997STAFF - 1997

¨ Librarians - York University Faculty Librarians - York University Faculty Association -36Association -36

¨ Professional and Managerial - 14Professional and Managerial - 14¨ Support Staff - York University Staff Support Staff - York University Staff

Association -125Association -125¨ Student Assistants - 197 = 49 FTE - York Student Assistants - 197 = 49 FTE - York

University Staff Association II and IIIUniversity Staff Association II and III¨ Total staff = 224Total staff = 224

DIVERSITYDIVERSITYDIVERSITYDIVERSITY

Diversity initiatives in academic libraries focus on the Diversity initiatives in academic libraries focus on the development of workplace climates that value and development of workplace climates that value and

welcome differences.welcome differences.

Diversity implies including on teams not only those Diversity implies including on teams not only those individuals who differ with respect to characteristics individuals who differ with respect to characteristics

such as age, gender, race and ethnicity but also such as age, gender, race and ethnicity but also those who differ in amount of experience, sets of those who differ in amount of experience, sets of

skills or occupations, and hierarchical levels.skills or occupations, and hierarchical levels.

DEFINITION OF A TEAMDEFINITION OF A TEAMDEFINITION OF A TEAMDEFINITION OF A TEAM

A team is a small group of people with A team is a small group of people with complementary skills committed to a complementary skills committed to a common purpose and set of specific common purpose and set of specific

performance goals. performance goals.

Katzenbach, Jon. Katzenbach, Jon. The Wisdom of TeamsThe Wisdom of Teams, p.21, p.21

KEY POINTS ABOUT TEAMSKEY POINTS ABOUT TEAMSKEY POINTS ABOUT TEAMSKEY POINTS ABOUT TEAMS

• True teams are very different from other kinds of work groups.True teams are very different from other kinds of work groups.• Team effectiveness is measured by useful output, not good Team effectiveness is measured by useful output, not good

feelingsfeelings• Effective teams are skilled at dealing with internal problems such Effective teams are skilled at dealing with internal problems such

as conflictas conflict• Diversity and complementarity of style and expertise make teams Diversity and complementarity of style and expertise make teams

strongerstronger• Effective team leaders practice facilitational leadership rather than Effective team leaders practice facilitational leadership rather than

controlling leadershipcontrolling leadership• Teams benefit from the output of all membersTeams benefit from the output of all members• Mutual respect and mutual accountability are the cornerstones of Mutual respect and mutual accountability are the cornerstones of

team effectiveness.team effectiveness.Soete, George. “Reorganizing for a Changing Information World.”p.112Soete, George. “Reorganizing for a Changing Information World.”p.112

QUESTIONS TO ASK TO COUNTER QUESTIONS TO ASK TO COUNTER STRATIFICATIONSTRATIFICATION

QUESTIONS TO ASK TO COUNTER QUESTIONS TO ASK TO COUNTER STRATIFICATIONSTRATIFICATION

Do we have important skills that are not captured by our formal Do we have important skills that are not captured by our formal roles and responsibilities?roles and responsibilities?

Can we better utilize the basic skills and experiences of our Can we better utilize the basic skills and experiences of our group by working together beyond as well as within our formal, group by working together beyond as well as within our formal, functional responsibilities?functional responsibilities?

Could some of us build skills in other areas, and thereby help Could some of us build skills in other areas, and thereby help strengthen the overall capabilities of the group?strengthen the overall capabilities of the group?

Can we break up hierarchical patterns by assigning work tasks Can we break up hierarchical patterns by assigning work tasks based on skills rather than position?based on skills rather than position?

Can we assign leadership roles to someone other than a Can we assign leadership roles to someone other than a manager?manager?

Katzenbach, Jon. Katzenbach, Jon. The Wisdom of TeamsThe Wisdom of Teams, p. 237., p. 237.

TEAM NORMSTEAM NORMSTEAM NORMSTEAM NORMS

¨ All ideas are given a fair hearingAll ideas are given a fair hearing

¨ Everyone will have an opportunity to contribute information and Everyone will have an opportunity to contribute information and opinionsopinions

¨ Open and honest opinions are welcomeOpen and honest opinions are welcome

¨ Members are expected to actively listen to one anotherMembers are expected to actively listen to one another

¨ Rank does not have its privilegesRank does not have its privilegesParker, Glenn. Parker, Glenn. Cross-Functional TeamsCross-Functional Teams. p.116. p.116

INTERNAL ISSUESINTERNAL ISSUESINTERNAL ISSUESINTERNAL ISSUES

¨ Conflict resolution, the ability of team to Conflict resolution, the ability of team to discuss and resolve differencesdiscuss and resolve differences

¨ Open communication and trust, the Open communication and trust, the degree to which team members feel degree to which team members feel free to express their viewsfree to express their views

Parker , Glenn. Parker , Glenn. Cross-Functional TeamsCross-Functional Teams, p. 160, p. 160

CONFLICTCONFLICTCONFLICTCONFLICT

As the traditional hierarchical organization As the traditional hierarchical organization gives way to group-based structures, gives way to group-based structures, conflicts on teams will become more conflicts on teams will become more

prevalent. If we define prevalent. If we define conflict as simply conflict as simply differences of opiniondifferences of opinion, this is exactly , this is exactly

what we want to happen.what we want to happen.

Group DifferentiationGroup DifferentiationGroup DifferentiationGroup Differentiation

¨ Criteria for differentiation Criteria for differentiation among groupsamong groups

¨ Mode of conflict or preventionMode of conflict or prevention

¨ Conditions for failure of Conditions for failure of conflict resolutionconflict resolution

Thalhofer, Nancy. “Intergroup DifferentiationThalhofer, Nancy. “Intergroup Differentiation

¨ Equally valued roles that are Equally valued roles that are similar, qualitatively distinct, similar, qualitatively distinct, or interdependentor interdependent

¨ Intergroup concerns fostered Intergroup concerns fostered through goal structure, through goal structure, division of labor, or mutual division of labor, or mutual role indispensabilityrole indispensability

¨ Groups are not equally valued Groups are not equally valued for their intergroup rolesfor their intergroup roles

and Reduction of Intragroup Conflict”,p.31and Reduction of Intragroup Conflict”,p.31

TYPES OF TEAM CONFLICTTYPES OF TEAM CONFLICTTYPES OF TEAM CONFLICTTYPES OF TEAM CONFLICT

¨ Relationship conflict exists when there are Relationship conflict exists when there are interpersonal incompatibilities among group members interpersonal incompatibilities among group members which typically includes tension, animosity, and which typically includes tension, animosity, and annoyance.annoyance.

¨ Task conflict exists when there are disagreements Task conflict exists when there are disagreements among group members about the content of the tasks among group members about the content of the tasks being performed, including differences in viewpoints, being performed, including differences in viewpoints, ideas and opinions.ideas and opinions.

Jehn,Karen. “A Multimethod Examination of the Benefits and Detriments of Intrgroup Conflict”, p. 258.Jehn,Karen. “A Multimethod Examination of the Benefits and Detriments of Intrgroup Conflict”, p. 258.

TEAM CONFLICTTEAM CONFLICTTEAM CONFLICTTEAM CONFLICT

INTERPERSONAL CONFLICTINTERPERSONAL CONFLICT

TASK-BASED CONFLICTTASK-BASED CONFLICT

• ROUTINEROUTINE

• NON-ROUTINENON-ROUTINE

INTERPERSONAL TEAM INTERPERSONAL TEAM CONFLICTCONFLICT

INTERPERSONAL TEAM INTERPERSONAL TEAM CONFLICTCONFLICT

¨ Relationship conflict reduces the ability of group members Relationship conflict reduces the ability of group members to assess new information provided by other membersto assess new information provided by other members

¨ The interpersonal conflict makes members less receptive The interpersonal conflict makes members less receptive to the ideas of other group membersto the ideas of other group members

¨ The time and energy that should be devoted to working on The time and energy that should be devoted to working on the task is used to discuss, resolve, or ignore conflictsthe task is used to discuss, resolve, or ignore conflicts

Jehn, Karen.Jehn, Karen.“A Multimethod Examination of the Benefits and Detriments of Intrgroup Conflict”, “A Multimethod Examination of the Benefits and Detriments of Intrgroup Conflict”, p. 258p. 258

BENEFITS OF CONFLICT FOR BENEFITS OF CONFLICT FOR NON-ROUTINE TASKSNON-ROUTINE TASKS

BENEFITS OF CONFLICT FOR BENEFITS OF CONFLICT FOR NON-ROUTINE TASKSNON-ROUTINE TASKS

• Diverse ideas of group members introduce superior alternativesDiverse ideas of group members introduce superior alternatives• Critical evaluation facilitated by task conflictCritical evaluation facilitated by task conflict• Decreases “groupthink” phenomenon by increasing Decreases “groupthink” phenomenon by increasing

consideration of alternativesconsideration of alternatives• Encourages creativity by focussing on innovative ideas rather Encourages creativity by focussing on innovative ideas rather

than consensusthan consensus• Increases the understanding of the task by identifying and Increases the understanding of the task by identifying and

discussing diverse perspectivesdiscussing diverse perspectives• Allows for a more thorough evaluation of criteria needed for Allows for a more thorough evaluation of criteria needed for

sound decision-makingsound decision-making

BENEFICIAL CONFLICTBENEFICIAL CONFLICTBENEFICIAL CONFLICTBENEFICIAL CONFLICT

¨ Task typeTask type

¨ Task interdependenceTask interdependence

¨ Group normsGroup norms

DEALING WITH TEAM CONFLICTDEALING WITH TEAM CONFLICTDEALING WITH TEAM CONFLICTDEALING WITH TEAM CONFLICT

Team training must include sessions on conflict Team training must include sessions on conflict resolution resolution

Top management as well as functional department Top management as well as functional department managers must be helped to form realistic managers must be helped to form realistic expectations of the potential outcome of cross-expectations of the potential outcome of cross-functional teamsfunctional teams

In some cases, teams may need expert help in In some cases, teams may need expert help in facilitating team processesfacilitating team processes

Parker , Glenn. Parker , Glenn. Cross-Functional Teams, Cross-Functional Teams, p. 163.p. 163.

LESSONS LEARNEDLESSONS LEARNEDLESSONS LEARNEDLESSONS LEARNED

Team structures have the potential to mitigate the negative impacts of Team structures have the potential to mitigate the negative impacts of group stratification group stratification

They draw out the benefit of skills available in all our staff to achieve They draw out the benefit of skills available in all our staff to achieve better outcomesbetter outcomes

Valuing and respecting the contributions of all staff, regardless of their Valuing and respecting the contributions of all staff, regardless of their employee group, enhances the quality of our decision-making employee group, enhances the quality of our decision-making

Conflicts are what we want to push us to creative solutions. It is how we Conflicts are what we want to push us to creative solutions. It is how we handle these conflicts that is the test. handle these conflicts that is the test.

It is vital that in the training and preparation for teamwork that we include It is vital that in the training and preparation for teamwork that we include conflict resolution skills conflict resolution skills

Establish team norms that make conflict work for the organization. Establish team norms that make conflict work for the organization. Different types of tasks produce different types of conflictDifferent types of tasks produce different types of conflict Since we cannot make conflict go away, we should work with it to Since we cannot make conflict go away, we should work with it to

maximize its benefits. maximize its benefits.