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Week 7: Teams and Teamwork - Coggle Diagram
Week 7: Teams and Teamwork
Tuckman's Team Development Model
Forming
: members get acquainted, discover expectations
Storming
: interpersonal conflict, competition for team roles, begin to establish norms
Norming
: unity established, agree on team objectives, form mental models, develop cohesion
Performing
: become productivity/goal oriented, coordinate efficiently, resolve conflicts quickly
Adjourning
Limitations
When is a stage accomplished? How much time required for each stage
Implies a linear model: stages may occur simultaneously, not at all, in other forms
Doesn't allow for latecomers
Doesn't account for cultural diversity
Concepts
Team competencies
Attitude-based
: team cohesion, trust, psychological safety
Skills-based
(behavioural): coordination, communication, decision making, conflict resolution
Knowledge-based
(cognitive): situation awareness, shared mental models
Team
: a
group of people
using their
complementary skills
together to achieve a
common purpose
for which they are
collectively accountable
Team efficacy
: a team's shared perception that it can successfully achieve a specific task
Team potency
: the extent to which members of a team believe they can be effective as a team across tasks or contexts
Emergent states
: cognitive, motivational and affective states that vary depending on team context, inputs, processes and outcomes
Team cohesion
: the attractiveness of the group to its members, and their motivation to remain in the group
High cohesion
can cause resistance to change, but has positive effects for performance
Cohesion is needed for high performance - high performance norms without cohesion will only lead to low/moderate performance
Team trust
: a shared psychological state among team members - linked to cooperation, quality of communication, engagement and performance
Broken trust
: voluntary violation of mutually known pivotal expectations of the trustor
How is trust restored?
Attribution
: negative information displaced by positive - sincere and timely explanations or justifications
Social equilibrium
: norms must be reinstated/reaffirmed - apology/promise to change - demonstrated behavioural change
Structural processes
: change to structures/systems so it doesn't happen again
Belbin's Team Roles
Social Roles
Coordinator
: clarifies goals and delegates effectively. Mature, confident, identifies talent
Team worker
: Listens and averts friction. cooperative, perceptive and diplomatic
Resource investigator
: Explores opportunities and develops contacts. Outgoing, enthusiastic, communicative.
Thinking Roles
Plant
: creative, imaginative, free-thinking. Generates ideas and solves difficult problems
Monitor evaluator
: sees all options and judges accurately. Sober, strategic and discerning
Specialist
: Provides knowledge and skills in rare supply. Single-minded, self-starting, dedicated
Action Roles
Implementer
: practical, reliable, efficient. Turns ideas into actions and organises work that needs to be done
Completer finisher
: Searches out errors. Polishes and perfects. Painstaking, conscientious, anxious
Shaper
: challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles
Designed to help organisations understand teams and team work -
not
a self-standing psychometric test
Team Processes
: cognitive, verbal and behavioural activities directed toward organising task work to achieve collective goals
Decision making
Lack of response
:
no discussion, agree on first acceptable idea - low conflict
Authority rule
:
leader decides - usually quick, appropriate when leader has expertise/experience
Minority rule
an assertive/powerful few decide. Can reduce indecision - those who care most win
Majority rule
eg through voting - can break gridlock where progress is stalled
Unanimity
everyone agrees - ideal outcome to motivate action
Consensus
differing views, but all agree to support decision - allows all views to be valued, reduces alienation
Social Loafing
: spreading responsibility may reduce individual performance
Indispensability
: assign unique roles and tasks to each member
Fairness
: set up fair group processes that involve everyone
Identifiability
: make team members accountable for their actions
Conflict
: Process in which one party perceives that it's interests are being opposed or negatively affected by another party
Attribution theory
(biases): why people act the way they do
Correspondent inference bias/fundamental attribution error
: we tend to attribute behaviours of others relatively more to
personal factors
than to
situational factors
Actor-observer effect
: we tend to attribute behaviours of others relatively more to
personal factors
, but our own behaviours relatively more to
situational factors
Social exchange theory
: perceived unfair balance of rewards and costs in relationship
Equity theory
: lack of distributive and procedural justice
Diversity
Homogenous teams
: low diversity
Heterogenous teams
: high diversity
Reasons to promote diversity in teams
Social justice
: discrimination is wrong
Performance
: Diversity improves performance/profitability (evidence mixed/contradictory, complex and contextual relationships
Diversity-consensus dilemma
: Diversity can expand available skills and perspectives (increase task performance) BUT diversity can also increase coordination difficulties (decrease task performance