Effective teamwork

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Effective teamwork
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Objectives

• In lieu of magic, smart work of teams (not hard
  work but smart work).
• We want simple solutions. There are none.

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Agenda

• Managing feedback.
• Norms or Team contracts.
• Diversity
• Trust
• Communication

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Present team Contracts

• Three minutes please.

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1 plus and minus of teams is usuallyworking
with other people
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So much in chapters 2-5

• Begin with diversity as the core. Book mentions
  group culture is very important for team
  effectiveness. Diversity is a very important
  part of that culture. If poor atttidues towards
  diversity then very likely to have either
  mediocre teams, problem teams, have the magic of
  right personalities.

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What is diversity

• We all have our own definitions. Book has no
  definition.
• What is diversity in your opinion (likely to
  reflect in general population).

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Book does mention different types

• Social category (demographics)
• Informational (knowldge and know how)
• Values (I would include interests).
• Personality (related to values but more)
• Lets take a personality test (meyers briggs).
• Often these are linked to each other so that
  demographic differences lead to informational,
  value and personality differences.

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Teams and diversity are very important

• Expanded talent pool
• Multiple viewpoints (is this usually good or not
  and why?)
• Better decision Making
• Usually linked to positive attributes of teams.
• Morale is High
• Winning.

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• Together these MAY lead to competitive advantage.
  (You will be hearing this word a lot).

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Drawbacks of Diversity

• Conflict (too many viewpoints)
• Biases in Performance reviews (biases in
  judgement of others)
• Difficult to deal with people who have different
  values. Procrastinators and type As.
• Meyers Briggs categories.
• My owneasier to work with people who think and
  act like I do. Diversity makes work more
  difficult.

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Another option

• 1 Accept the fact that people will be different
  than you.
• 2 How can you expand your ways of behaving by
  seeing how different people behave.
• 3 Listen.
• 4 Realize all personalities have their bright
  attributes and dark attributes.

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• How can the team most effectively use the
  positive attributes and minimize the negative
  attributes.

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• This is NOT EASY.
• But What happens when people get labeled
  good-bad.
• Lets go back to procrastinators vs Type As.
• Options to manage this.
• Abbreviated MBTI

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Type Theory Preferences and Descriptors
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Excuse Me, Where is the Rest Room?

• Sensor Go through the green double doors and
  turn immediately left. Youll pass a staircase
  and a sign that says Caution Doors Open
  Outward. Three doors past that is the
  directors office. The rest room will be the
  next door on your right.
• Intuitive Go through the doors and turn left.
  Its down the hall. You cant miss it.

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• Business people more sensing Professors more
  Intuitive.
• Cases sensing people tend to take the surface
  problems, intuitive thinkers tend to look for the
  hidden causes.
• Sensing people like routine problems, intuitive
  people like novel problemssuch as cases.

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• Sensorslabel intuitors as head in the clouds,
  vague, poor communicators.
• Intuitors labor sensors as dull, weak thinkers.

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Share with team MBTI

• Sensor Intuitive. Others too.

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Trust

• Book Talks about . 5 dysfunctions its a central
  component.
• Meet in teams. Come up with a definition of
  trust?
• What contributes to trust, what detracts from
  trust.

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Why is trust important?

• Communication, group cohesiveness, performance,
  attitudes towards group, leader, organization,
  motivation, cooperative behaviors above the call
  of duty.

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• Competence based trust vs Interpersonal trust.

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Research in Progress

• Competence
• Task specific
• Degrees of trust (more or less).
• Cognitive assessment and work pressures
• Delegation issue Commitment to task.
• Limited communication

• Interpersonal
• Wholistic
• Categorical
• Distrust, no trust, trust.
• Emotional and affective
• Commitment to person- group.
• Authentic communication with sympathy.

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In your teams, What is the advantage of
Competence only?

• What is the advantage of Interpersonal trust?

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Why do I link Trust and Diversity together?
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2

• Communication
• Most people believe they are a good
  communicators.
• Then why do we have so many communication
  problems?

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Sender problems

• Message distortion
• Many reasons for message distortion. Can be
  intentional or unintentional.
• Transparency illusion--Assumptions is a good
  unintentional message distortion with absence of
  information.
• Sometimes we do not honestly express our feeling
  thoughts. Many reasons for this.

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Jack Welch and Candor
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Receiver bias

• Biased interpretation
• Selective perception
• Perspective-taking failures. Fail to fully
  listen to other. Sometimes more than words.
• Indirect speech acts, nonverbal communication

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• There will be a presentation on effective
  listening.
• This is always best managed by having the role of
  the summarizer at the end.

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Video Case
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How are trust, communication, and diversity
related?
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3 I will cover this topic next week.

• Role sharing
• Task/Functional rolesKeeps the group on task
• People/Maintenance rolesKeeps harmonious
  relationships among group members.
• You will see these again in leadership
  discussions.

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Examples of Task/functional roles

• Agenda Setter, recorder, progress monitor,
  critic, information provider, summarizer

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Examples of people/maintenance Roles

• Humorist, conflict manager, encourager, listener.
• People need to do both in small groups.
• Debate how to manage the different roles.
• Problem teams, no task functional roles.
  Leaderless groups.
• Somewhat problematic no people maintenance roles.
  Job gets done, but the advantages of teams are
  not utilized. Often no cohesion.

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Suggestions

• Agenda setter every meeting.
• Harmonizer every meeting. Focus on encouraging,
  listening, conflict. More facilitator of good
  group discussion
• Summarizer at the end of meeting review notes,
  what was agreed not agreed, who is going to do
  what before the end of the next meeting.

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Next class Presentations

• AND CONDUCTING EFFECTIVE MEETINGS (start of
  class)
• Social loafing (after the break)