SOC 110 Workshop 2

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SOC 110 Workshop 2

• Teamwork, Collaboration and Conflict Resolution
• October 31-November

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So what do you know?

• Can you define a team, and distinguish it from
  other social groups?
• Can you identify types of teams and their
  advantages and disadvantages?
• Can you explain what culture means to teams, in
  terms of structure and behavior?
• Can you identify the five stages of team
  development?

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Teambuilding Processes and Strategies

• Objectives
• Identify individual strengths and weaknesses as
  they relate to teams and team roles.
• Examine the impact of leadership roles on team
  processes
• Examine behaviors, including trust-building,
  conducive to effective teams
• Identify relevant team objectives and goals as
  they relate to team productivity
• Develop effective team agreements

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Five stages of team development

• Forming
• Storming
• Norming
• Performing
• Adjourning

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The value of teamwork

• Take out the sheet of paper I handed out last
  weekits covered in boxes.
• Were not moving off this slide for a while.

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Teams Pro and Con (review)

• Advantages
• Multiple views, ways of seeing problems and
  solutions
• Healthy conflict yields higher quality results
• Group synergy, which is desirable in work
  settings
• Higher commitment

• Disadvantages
• Decision-making is slower
• Risk of unhealthy or unproductive conflict is
  higher
• Team may not have sufficient authority to achieve
  its goal(s)

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SOC 110 Learning Teams

• Assigned at random in class
• Workers do not often get to choose their teams.
• Sociologists often do not know what to expect
  when they take their knowledge into the field.
• In this class, we need to pay particular
  attention to the processes by which a group
  becomes a team.
• No changes to learning teams are allowed
• Teams require commitment commitment is work.
• Sociologists do not leave the field when the
  research gets hardthey might miss something
  important.
• We need to pay particular attention to how
  conflict or tension affects teams, and how team
  members manage and resolve differences.

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Team development / Socialization

• Forming
• Storming
• Norming
• Performing
• Adjourning

• Stages of Socialization
• Anticipation
• Accommodation
• Acceptance

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Culture and Socialization

• Socialization is the process by which we learn
  and transmit culture.
• Even in teams.
• Beliefs, values, statuses, norms, roles

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Assessing Strengths and Weaknesses

• Team Functions/Members Orientations
• Task orientation
• Focus on work at hand
• Focus on who does what
• Relationship orientation
• Focus on making sure everyone is comfortable
• Focus on mood, meeting processes
• Focus on shared concerns
• Information orientation
• Focus on knowledge, facts and statistics
• Focus on research
• Implementation orientation
• Focus on decision making
• Focus on doing the job and having fun

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Assessing Strengths and Weaknesses

• All styles used to an extreme may be a strength
  OR a weakness.
• Team members need to know their strengths and
  their weaknesses in order to be an asset to a
  team.

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Teamwork, Collaboration, Conflict Resolution

• Time to take a break.

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Leadership Roles and Team Processes

• Leaderless Teams
• Do they exist? Can they exist?
• Self-directed teams who leads?
• How are members of self-directed, empowered teams
  motivated?

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Leadership Roles and Team Processes

• Leadership Theories
• Trait
• Styles
• Behavioral
• Contingency

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Leadership Roles and Team Processes

• Trait Theory
• Great Man theory
• Leadership is a natural trait or set of traits
• Effective leadership is prescribed for certain
  individuals who exhibit certain behaviors
• Also implies that certain people are natural
  followers, which has implications for diversity
  in the workplace
• Characteristics extroverted, rational,
  assertive confident, logical, organized
  decisive, non-emotional
• Problems with the assumptions of this theory?

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Leadership Roles and Team Processes

• Styles Theory
• Leadership is a style of interaction, not a
  trait.
• Autocratic style controls information and
  communication, gives orders, goal- and
  task-oriented, takes responsibility and credit
  for results
• Democratic style values social equality and
  participation, welcomes input and criticism,
  shares responsibility and decision-making, is
  concerned with members well-being, shares credit
  with others (recognizes others contributions)
• Laissez-faire style takes a hands-off approach
  to tasks and goals lets the group plan
  activities, make decisions, and execute tasks is
  ineffective when more decisive leadership is
  needed (such as when a conflict must be resolved)

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Leadership Roles and Team Processes

• Styles Theory
• Which situations might require which style of
  leadership?
• Autocratic style
• Democratic style
• Laissez-faire style
• Which style do you believe is most effective for
  your learning teams?

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Leadership Roles and Team Processes

• Behavioral Theory
• Functional theory Leadership is learned, not
  born
• Leadership is a role in an organization, group or
  team (a job, not a person)
• Leader is not an ascribed status its dynamic,
  so anyone can motivate and influence others
  toward achievement of a goal when that function
  must be done
• Functional leadership is highly dependent upon
  communications skills

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Leadership Roles and Team Processes

• Contingency Theory
• Also, situational theorywhat is the ideal fit
  between leaders and leadership jobs?
• Task-motivated leaders focus on getting the job
  done, and derive more satisfaction from
  outcomes--completing tasks and projects--than
  from process.
• Relationship-motivated leaders focus on working
  with others toward a goal. They may derive more
  satisfaction from process than outcomes.
• Situational factors
• Leader-member relations (positive, negative,
  neutral)
• Task structure (loose to tight chaotic to
  organized)
• Power (How much influence does the leader have?)

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Leadership Roles and Team Processes

• POWER
• The ability to influence and motivate others.
• The ability to compel behavior, even when the
  behavior is against the interests of the actor.

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Leadership Roles and Team Processes

• POWER

Types of Power Reward power Coercive
power Referent power Expert power Legitimate power
Types of Authority Traditional Charismatic Rationa
l/Legal (positional)
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Teamwork, Collaboration, Conflict Resolution

• Time to take a break.

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Effective Teambuilding Behaviors

• Positive Behaviors
• Equality
• Participation
• Decision making
• Team building
• Honesty
• Humility
• Encouraging others
• Friendliness
• Sense of Humor

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Effective Teambuilding Behaviors

• Challenges
• Inappropriate Humor
• Hidden Agendas
• Mind Games
• Conflict for the sake of conflict
• Power struggles

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Effective Teambuilding Behaviors

• Role of Feedback
• Reinforce positive behaviors
• Catalyze effective change
• Promote self-reflection on individual and team
  level
• Ensure process goals are met
• Maintain focus

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Effective Teambuilding Behaviors

• Feedback
• Positive behaviors
• Focus on behavior instead of individual
• Use I statements
• Open dialogue for questions
• Give feedback to the right person
• Negative behaviors
• Use of toxic language
• Name calling
• Labeling
• Over generalizations
• Fallacious language

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Your Learning Teams

• Evaluate your team process
• Did you engage in effective teambuilding
  behaviors?
• Which strategies were most effective? (be
  specific)
• Which strategies were ineffective? (be specific)
• Was your feedback to your teammates effective?
  Why or why not?

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Objectives and goals

• Guidelines for Goals
• Relate to team productivity
• Others?
• Guidelines for Objectives
• Provide steps to reach goals
• Hint at plausible strategy for completion
• Built through consensus
• Align with stated purpose
• Provide focus
• Realistic and manageable

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Team Agreements

• Clear purpose
• Promote full and open discussion
• Acknowledge diverse perspectives
• Meet team needs as well as some individual needs
• Dynamic and fluid must contain mechanism to
  accommodate changes
• Promote shared responsibility

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Keep building your team.

• Questions?
• Next time?