Exhibit 10.1 Differences Between Groups and Teams
Group
Team
Has a designated, strong leader
Shares or rotates leadership roles
Individual accountability
Mutual and individual accountability (accountable to each other)
Identical purpose for group and
organization
Specific team vision or purpose
Performance goals set by others
Performance goals set by team
Works within organizational
boundaries
Not inhibited by organizational boundaries
Individual work products
Collective work products
Organized meetings, delegation
Mutual feedback, open-ended discussion,active problem solving
Source: Based on Jon R. Katzenbach and Douglas K. Smith, “The Discipline of Teams,” Harvard Business
Review (March–April 1995), pp. 111–120; and Milan Moravec, Odd Jan Johannessen, and Thor A. Hjelmas,
“Thumbs Up for Self-Managed Teams,” Management Review (July–August 1997), pp. 42–47 (chart on p. 46).
Exhibit 10.2 Five Common Dysfunctions of Teams
Dysfunction
Effective Team Characteristics
Lack of trust—People don’t feel safe to reveal
mistakes, share concerns, or express ideas.
Trust—Members trust one another on a deep
emotional level; feel comfortable being vulnerable
with one another.
Fear of conflict—People go along with others for the
sake of harmony; don’t express conflicting opinions.
Healthy conflict—Members feel comfort-able
disagreeing and challenging one another in the interest
of finding the best solution.
Lack of commitment—If people are afraid to express
their true opinions, it’s difficult to gain their true
commitment to decisions.
Commitment—Because all ideas are put on the table,
people can eventually achieve genuine buy-in around
important goals and decisions.
Avoidance of accountability—People don’t accept
responsibility for outcomes; engage in finger-pointing
when things go wrong.
Accountability—Members hold one another
accountable rather than relying on managers as the
source of accountability.
Inattention to results—Members put personal
ambition or the needs of their individual departments
ahead of collective results.
Results orientation—Individual members set aside
personal agendas to focus on what’s best for the team.
Collective results define success.
Source: Based on Patrick Lencioni, The Five Dysfunctions of a Team (New York: John Wiley & Sons, 2002).
Exhibit 10.3 Stages of Team Development
Source: Based on the stages of small group development in Bruce W. Tuckman, “Developmental Sequence in
Small Groups,” Psychological Bulletin 63 (1965), pp. 384–399; and B. W. Tuckman and M. A. Jensen, “Stages
of Small Group Development Revisited,” Group and Organizational Studies 2 (1977), pp. 419–427.
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Ch 10-1
Exhibit 10.4 Evolution of Teams and Team Leadership
Exhibit 10.5 Two Types of Team Leadership Roles
Task-Specialist Role
Socioemotional Role
Initiate ideas. Propose solutions and stimulate new
ways of looking at problems.
Encourage others. Be warm and receptive; draw
others out and encourage their contributions.
Give opinions. Offer opinions on task solutions; give
candid feedback on others’ suggestions.
Reconcile differences. Smooth over conflicts; reduce
tension and help others resolve differences.
Seek information. Ask for facts to clarify tasks,
responsibilities, and suggestions.
Provide friendship and support. Act friendly and
supportive; show concern for members’ feelings.
Pull ideas together. Relate various ideas to the
problem at hand; summarize suggestions.
Go along with the team. Be willing to compromise
and go along with others’ ideas; follow and remind
others of agreed-upon norms for behavior.
Stimulate action. Energize others and spur the team
to action when interest wanes.
Maintain harmony. Seek to identify and correct
dysfunctional behavior or problems with team
interactions.
Source: Based on Robert A. Baron, Behavior in Organizations, 2nd ed. (Boston: Allyn & Bacon, 1986); Don
Hellriegel, John W. Slocum, Jr., and Richard W. Woodman, Organizational Behavior, 8th ed. (Cincinnati, OH:
South-Western, 1998), p. 244; and Gary A. Yukl, Leadership in Organizations, 4th ed. (Upper Saddle River,
NJ: Prentice Hall, 1998), pp. 384–387.
Exhibit 10.6 Differences Between Conventional, Virtual, and Global Teams
Type of
Team
Spatial Distance
Conventional Colocated
Communications
Member
Cultures
Leader Challenge
Face to face
Same
High
Virtual
Scattered
Mediated
Same
Higher
Global
Widely scattered
Mediated
Different
Very high
Exhibit 10.7 A Model of Styles to Handle Conflict
Source: Adapted from Kenneth Thomas, “Conflict and Conflict Management,” in M. D. Dunnette, ed.,
Handbook of Industrial and Organizational Behavior (New York: John Wiley & Sons, 1976), p. 900. Used by
permission of Marvin D. Dunnette.
Ch 10-2
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