Chapter 10
Team Development
Interventions
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 1
Learning Objectives
▪
Identify how team development techniques fit
into OD program.
▪
Recognize team problems and why teams
may not be operating at optimum capacity.
▪
Understand and experience process of team
development.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 2
Organizing Around Teams
A team is a group of individuals:
•
with complementary skills
•
who depend upon one another to
accomplish common purpose
•
for which they hold themselves mutually
accountable.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 3
Teamwork
Teamwork
is
work
done
when
members
subordinate personal prominence for team.
Many management theorists see team-based
organization as wave of future.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 4
The Team Approach
Many organizations increase productivity by
implementing team-based programs.
Interdependence refers to situations where one
person’s performance contingent upon how
someone else performs.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 5
Organizations Use Sport
Teams As a Model
Baseball - pooled interdependence where team
member contributions somewhat independent
of one another.
Football - involves sequential interdependence.
Basketball - exhibits highest degree of
interdependence.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 6
Major OD Technique
Is Team Building
Team building and team development used
interchangeably.
Team building is where members of work group
examine goals and culture to improve ability
to work together.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 7
Reasons for Using Team
Development
Work group is basic unit of organization and
provides supportive change factor.
Operating problems of work groups often
sources of inefficiency.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 8
Need for Team Development
Teams are primary unit in organization.
Two types of teams:
•
Natural work team.
•
Temporary task team.
Need for team development varies with
situation.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 9
Three Categories Requiring Teams
▪
Simple.
▪
Complex.
▪
Problem.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 10
Figure 10.1
Situation Determines Teamwork
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 11
Simple Situations
People working alone and no need to involve
others.
Little team development necessary.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 12
Complex Situations
Information must be shared to complete task
but interaction not on deeply personal level.
Some team development necessary.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 13
Problem Situations
Unusual and unprecedented situations having
impact outside individual’s scope of influence.
Requires team development approach.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 14
Operating Problems of Teams
(part 1 of 2)
Goals - groups lose purpose and direction.
Member needs - interpersonal differences.
Norms - lack of norms and acceptable behavior.
Homogeneous members - tend to produce
homogeneous ideas.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 15
Operating Problems of Teams
(part 2 of 2)
Decision making - authoritative decision
making.
Leadership - degree of power and control of
members inappropriate.
Size - number of members too small or too
large for effective interaction.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 16
Figure 10.2
Sources of Team Problems
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 17
Cohesiveness and Groupthink
(part 1 of 2)
Cohesiveness refers to unity that members of
group have for one another.
A high degree of cohesiveness can result in
groupthink.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 18
Cohesiveness and Groupthink
(part 2 of 2)
Groupthink is deterioration of reality testing that
results from group pressures.
Likely to happen when agreement becomes
dominant force.
Groupthink tends to outweigh consideration of
alternatives.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 19
Eight Characteristics of
Groupthink
Illusion of
5.
Direct pressure.
invulnerability.
6.
Self-censorship.
2.
Rationalization.
7.
Illusion of
3.
Illusion of morality.
4.
Shared stereotypes.
1.
unanimity.
8.
Mind guards.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 20
Purpose of Team Development
To integrate goals of individual and group with
goals of organization.
Team development one of most widely used
OD activities.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 21
Team Development Involves:
(part 1 of 2)
▪
Identify objectives, set priorities.
▪
Examine team performance.
▪
Analyze group process.
▪
Improve communications.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 22
Team Development Involves:
(part 2 of 2)
▪
Improve problem-solving ability.
▪
Increase cooperation.
▪
Work more effectively with other teams.
▪
Increase respect of other team members.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 23
Two Types of Activities
▪
Family group diagnostic meetings.
Aimed at identifying group problems.
▪
Family group team-building meetings.
Aimed at improving team’s functioning.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 24
Team Development Meeting
Has Two Objectives
1.
Task or work agenda of group.
2.
Processes by which members work on the
task.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 25
General Procedure of Training
Step 1: Initiate team development meeting.
Step 2: Set objectives.
Step 3: Collect data.
Step 4: Plan the meeting.
Step 5: Conduct the meeting.
Step 6: Evaluate team development process.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 26
Our Changing World: Electronic
Team Development (part 1 of 2)
Computers and Internet bring change to way
work is done.
Internet presents unique opportunities for
companies connected by computers.
IBM brings groups of more than 7,000 together
on the Internet.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 27
Our Changing World (part 2 of 2)
The GE approach:
Worldwide program of suppliers and customers.
Goal is to improve information sharing.
The P&G approach:
Researchers worldwide meet on company Web.
Schedules meetings devoted to specific subject.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 28
Outdoor Experiential
Laboratory Training
Takes people who work together and places in
outdoor setting with experiential exercises.
Seems to hasten discussions surrounding
leadership styles and team work.
After exercise team discusses what they
learned and how it applies to work.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 29
The Outdoor Lab Process
1.
Assessment of team made prior to training.
2.
Orientation meeting held with participants.
3.
Exercises selected to fit abilities of team.
4.
The team participates in exercises.
5.
Team reflects on process.
6.
Team follows with goal setting and plans.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 30
Cautions When Using Outdoor
Labs
Safety is major concern.
Participation is voluntary.
Participants should have fun and labs not
become too serious.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 31
Role Negotiation As
Team Development
Directed at work relationships among team
members.
Members discuss what they want from one
another and why.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 32
Role Negotiations Includes:
1.
Contract setting.
2.
Issue diagnosis.
3.
Role negotiation.
4.
Written role negotiation agreement.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 33
Role Analysis As
Team Development
Designed to clarify roles of team members.
Role ambiguity - team member not fully
knowing what others expect.
Role conflict - difference between expectations
of team member and actual behavior.
Role analysis used to clarify role discrepancies.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 34
Steps in Role Analysis
1.
Role analysis.
2.
Role incumbent expectations of others.
3.
Others expectations of role incumbent.
4.
Role profile.
Above steps are followed until each member
completes role profile.
Role profiles are periodically reviewed.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 35
KEY WORDS AND CONCEPTS
▪
Group cohesiveness - attractiveness group
has for its members.
▪
Groupthink - describes the problems of group
cohesiveness.
▪
Interdependence - person’s performance
contingent upon how someone else performs.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 36
▪
Natural work team - people coming together
because of the related jobs.
▪
Outdoor experiential laboratory training people who work together placed in outdoor
setting and allowed to experiment with
leadership styles and teamwork.
▪
Role ambiguity - role incumbent unaware of
expectations by others.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 37
▪
Role analysis technique - team development
method for clarifying role expectations.
▪
Role conflict - discrepancy between role
conception and others’ expectations.
▪
Role negotiation - team building technique
involved at negotiations between participants.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 38
▪
Team - group of individuals who depend on
one another to accomplish objective.
▪
Team building - work group examines goals,
structure, procedures, culture, and norms to
improve ability to work together.
▪
Team development – also called team
building.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 39
▪
Teamwork - work done by members
subordinating personal prominence for good
of team.
▪
Temporary task team - groups meeting for
limited time to work on problem.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 40
Preparations for Next Chapter
▪
Read Chapter 11.
▪
Prepare for OD Skills Simulation 11.1.
▪
Read and analyze Case: The Exley Chemical
Company.
An Experiential Approach to Organization Development 7th edition
Chapter 10
Slide 41