Effective Teamwork--Part I
These notes are based in part on the material in The Team Developer, McGourty and De
Meuse, Wiley, 2001.
1. Importance of teamwork:
 In today's workplace many projects require working in teams
 Teams allow for various viewpoints and diversity of experiences, enriching
the skill set of the team as a whole
 Today's workers need good collaboration skills to function effectively in their
jobs.
 Employees who are good at teamwork also possess flexibility which can
enhance their overall job performance.
 Multidisciplinarity can be most effectively achieved through teamwork.
2. What makes a team?
 Interdependence
 Dynamic exchange of information and resources among members
 Coordinated tasks and activities
 Continuous adjustments to team and individual requirements
 Collective authority AND responsibility
3. Is the team approach always successful? Of course not, but good teamwork skills
CAN be learned.
4. Critical factors for successful teams (Larson and Fasto, 1989):
 Clear, challenging goal accepted and understood by entire group
 Results-driven structure, with clear team roles and accountabilities and
effective communication among team members
 Competent, talented team members
 Members are committed to putting team goals ahead of individual goals
 Positive team culture, which includes honesty, openness, respect, and
consistency of performance
 Standards of excellence
 External support and recognition
 Effective leadership
5. What are the stages of team development (Tuckman 1965, Tuckman & Jensen, 1977)?
1. Forming--nature of task is defined, members learn one another's personalities
and work styles, acceptable and unacceptable group behavior is determined, required
resources are determined, initial plans are made--"team infancy"
2. Storming--conflicts occur and must be worked out --"team adolescence"
3. Norming--basic differences are resolved, some members may have left the
group, openness and respect are prevalant
4. Performing--issues of power, control, status have been resolved, problems are
solved effectively as they arise, team works together well to accomplish its assignment,
team members recognize synergy of the group
5. Adjourning--team members have accomplished their goals and may move on
to other tasks
6. A model for team performance:
External factors:
Organizational structure
Rewards
Tasks
Resources
Corporate culture
Team resources--four key behaviors / ten key roles
All ten roles must be performed at a satisfactory level. A given member may
perform all the roles (often at different times) or some team members may consistently
play one or more role. What is important is that all these roles be performed when
needed.
Behavior
Key roles for this behavior
Communication
Active Listener
Influencer
Decision Making
Analyzer
Innovator
Fact Seeker
Collaboration
Conflict Manager
Team Builder
Self-Management
Goal Director
Process Manager
Consensus Builder