Professional Documents
Culture Documents
To
understand the basic concepts and ideas of team work and team building. To appreciate the strengths and difficulties of working as a team. To learn the basics of promoting team work in the organization.
Types of Teams
Formal
versus informal Mechanical versus organic Inter-team versus intra-team Inter-agency versus intra-agency Same discipline versus different disciplines User-involved versus user-led
Synergy of Teams
Synergy:
the creation of a whole that is greater than the sum of its parts. Usefulness of synergy includes:
increasing resources for problem solving improving quality of decision making enhancing members commitments to tasks fostering creativity and innovation satisfying individual needs for growth
tension
Self-managing
conflicts: Individual differences in personality and work style may disrupt the group. Task ambiguity: Unclear agendas and ill-defined problems. Free riding: Diffusion of individual efforts and responsibilities. Poor readiness to work: Wasting of time in unprepared meetings
clear and elevating goal A task-driven, result-oriented structure Competent and committed members A collaborative climate External support, recognition and delegation Strong, principled and yet democratic leadership
productivity: strong commitments to harmful norms Low to moderate productivity: weak commitments to harmful norms High productivity: strong commitments to supportive norms Moderate productivity: weak commitments to supportive norms
Teamthink/Groupthink
Teamthink
or Groupthink is the tendency for highly cohesive groups to lose their critical evaluative capabilities for undermining their weaknesses and promoting their strengths. Because of undesirable competition and disruption between teams, alienation will be resulted accordingly.
Symptoms of Groupthink
Illusions
of group invulnerability Belief in inherent group morality Applying direct pressure to deviants to conform to group wishes Self-censorship by members Accepting consensus prematurely Protecting the team from hearing disturbing viewpoints from outsiders
a sharing of viewpoints Create subgroups to work on the same problem and then share their proposed solutions Assign one member to play a devils advocate role at each group meeting Review the decision after consensus is apparently achieved
setting: resources, technology, structures, atmosphere Nature of task: clarity and complexity Group size: number of members Membership characteristics: abilities, values and personalities User participation: primary versus secondary users
way members interact and work together to transform inputs into outputs. The process through which ideas and contribution of team members are recognized.
of desired outcomes as
follows: - task performance and productivity - human resource maintenance and development - prevention of disruptive groupthink and team alienation
Task Functions
Information
and opinion giver information and opinion seeker starter direction giver summariser co-ordinator diagnoser energiser reality tester evaluator
Task Needs
Defining
the task Making a plan allocating work controlling work quality checking performance against the plan adjusting the plan
Maintenance Functions
encourager
of participation Harmoniser tension reliever communication helper evaluator of emotional climate process observer standard setter active listener trust builder interpersonal problem solver
Maintenance Needs
Setting
standards maintaining discipline building team spirit encouraging, motivating, giving a sense of purpose ensuring communication with the group training the group as a group
Self-oriented Behaviour
dominating blocking recognition pairing
seeking
up withdrawing playboying
Individual Needs
attending
to personal problems encouraging individuals giving status recognising and using individual abilities training the individual