LOGO
TEAM
INTERVENTIONS
Teams & Work Groups: Strategic Units of an
Organization
1. TEAMS
 The result and quality of teamwork is easily
measurable by analyzing the effectiveness of
collaboration in the following ways:
 Communication
 Coordination
 Balance of contributions
 Mutual support
 Effort
 Cohesion
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Team & Work Groups : Strategic Units of an
Organization
2. WORK GROUPS
 Group of two or more individuals who work together
 They work temporarily until some goal is achieved
 They routinely function like a team but they are
interdependent in achievement of a common goal
and may or may not work in the same department or
same locations
 External knowledge sharing is one of the major task
of work groups which essentially means the exchange
of information, a proper know-how about, and
feedback from customers, organization experts and
others outside a group.
 All teams are work groups but not all work groups
are teams
FUNCTIONAL LEVELS OF WORK GROUPS
1.
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Dependent-Level Work Groups
This is the most traditional work unit.
It has a supervisor who plays the role of a boss.
In this work group each person is assigned a job
and is closely supervised by a boss.
 The boss approves if one can help another.
 Problem solving, work assignments and decision
making is done by boss or supervisor.
 Rarely the group creates improvements, increase
in productivity or leveraging resources to support
one another
FUNCTIONAL LEVELS OF WORK GROUPS
2. INDEPENDENT LEVEL WORK GROUPS
 This is the most common type of work group
 Each person responsible for their own area of
operation
 The manager does not function like controlling boss
 Staff members work on assigned jobs with minimal
supervision
Example: Sales Rep, Research Scientists,
Accountants, Lawyers etc
FUNCTIONAL LEVELS OF WORK GROUPS
3. INTERDEPENDENT-LEVEL WORK GROUPS
 People rely on each other to get the work done
 At times they have their own roles and at other
times they share other responsibilities.
 But in either of the cases, they have to coordinate
with one another in order to produce a final product
or outcome.
Difference between Work Groups & Teams
WORK GROUPS
TEAMS
Individual Accountability
Individual and mutual accountability
Come together to share information and
perspectives
Frequently come together for discussion,
decision making, problem solving and
planning
Focus on individual goals
Focus on team goals
Produce individual work products
Produce collective work products
Define individual roles, responsibilities and
tasks
Define individual roles, responsibilities and
tasks to help team do its work; often share
and rotate them
Concern with one’s own outcome and
challenges
Concern with outcomes of everyone and
challenges the team faces
Purpose, goals, approach to work shaped by
manager
Purpose, goals, approach to work shaped by
team leader with team members
Groups and Teams
 Experts suggests that teams are more effective than
groups in organizations.
 According to Katzenbach and Smith (1993), there is
a clear distinction between work groups and teams.
 Work group is a collection of people working in the
same area or place in order to complete a task.
 Teams are just a special subset of groups.
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TEAM BUILDING INTERVENTIONS
 Team building intervention can be defined as a
process of getting either a new or poor performing
group on track.
 Example of team building intervention can be
analyzed by taking two extreme categories of teams
such as teams for ‘fun’ and teams for ‘development’
 At fun end, there are icebreakers, ropes courses,
camping trips etc and at the developmental end
there are workshops and intensive team building
exercises that are goal specific and suited to a
group of professionals.
STAGES OF TEAM DEVELOPMENT
 There are various team building models in
management science
 Although the models vary from each other, they
usually agree on two basic elements.
 First, that there are quite number of predictable
stages before the team becomes highly productive
and efficient and secondly, the leaders and team
members who are already aware of these stages
can work towards improving the quality of their
team’s interaction during each stage.
BRUCE TIUCKMAN’S MODEL
Forming
Storming
Norming
Performing
Refer website : www.belbin.com
GOALS OF TEAM BUILDING INTERVENTIONS
 To improve effectiveness of a group in achieving
results
 Work group should be engaged in a continuous
process of self examination
 Provide opportunity to the team to analyze its
functioning, performance, strengths and
weaknesses
 Identifying the areas of problem for team members
and taking corrective measures for the same
 Developing a model of team effectiveness
specifically designed to help the work unit
FAMILY GROUP DIAGNOSTIC MEETING
 All OD group interventions are designed to help teams and
groups to be more effective
 These interventions assume that most of the groups
communicate well among each other and facilitate a healthy
balance between both person and group needs.
 Group diagnostic interventions consists of meetings wherein
members of a team analyze their unit performance, the area
that needs improvement, and discuss potential solutions to
problems.
 The benefit of such interventions is that members often
communicate problems that their coworkers are unaware.
FAMILY GROUP TEAM BUILDING MEETING
 The following structured team building activities that family members of
all ages can be performed:
 FAMILY GROUP ACTIVITIES
 Story telling
 Sharing your fears
 Playing team games like ice breaker, blind man’s walk etc
 TEAM BUILDING GAMES
 Team building games helps in :
 Building teams
 Develop employee motivation
 Improving communication
 Enhance business prospects
 Giving specific business outputs and organizational benefits
ROLE ANALYSIS TECHNIQUE INTERVENTION
 RAT in OD intervention has been adapted for use as an experiential learning
activity in academics.
 The primary functions of RAT are assisting groups in clarifying and
understanding roles and role expectations in organization
 RAT is also sometimes better used to help employees get a grasp on their
role in an organization.
 In the first step of a RAT intervention, the perception of one’s role and
contribution in an organization is defined by people in front of a group of coworkers.
 Then the group members give a feedback to define and clarify the role more
 In the second phase, the individual and the group examine ways in the
which the employee relies on others in the company
 RAT intervention also help in reduction of role confusion in people
 Another popular intervention technique like RAT is Responsibility Charting
which uses a matrix system to assign decision and task responsibilities
ROLE NEGOTIATION TECHNIQUE
 The process of Role Negotiation was originally described by Harrison
 This is a real world oriented one that can lead to workable solution in cases
involving competition, coercion and power struggles.
 Role Negotiation provides a method for one person or group to negotiate
and structure the role, or working arrangements, with respect to the other.
 It includes:
 Nature of activities that one expects out of the other
 The reporting relationships
 Rules for escalation
 Who is responsible for what decisions
 Who will carry them out
 The consequences of non-performance
 The fundamental assumption of Role Negotiation is that reasonable people
prefer a state of negotiated settlement to one of ongoing unresolved conflict.
ROLE NEGOTIATION TECHNIQUE
 ADVANTAGES OF ROLE NEGOTIATION TECHNIQUE
 RNT makes things explicit
 The facilitator helps everyone understand that each
participant has some degree of power from the positive
rewarding good behavior in others during the contracting
process.
 This avoids guesswork about expectations and thus helps in
understanding well how to influence others in the group.
 NEGOTIATION
 After each person has clarified the messages he or she has
received, issues are selected for negotiation.
 At this stage everyone should be prepared to make some
sort of changes to get what he or she wants.
ROLE NEGOTIATION TECHNIQUE
 By an iterative process, each person selects and
communicates his or he most important issues and
eventually the group comes to a consensus about
which one will be dealt with at this point.
 After all parties agree, the participants write down the
agreement to formalize it as a contract.
 All agreements are published openly and discussed
openly in group
 The facilitator should bear in mind that some of the
people negotiate in bad faith and certain things cannot
be changed by these techniques. These people may
push the group into unproductive or politically
dangerous territory.
ROLE NEGOTIATION TECHNIQUE
 DYNAMICS OF ROLE NEGOTIATION
 This process focuses on working relationship between
people.
 So it is less threatening to most groups and more
accessible than other techniques that places greater
emphasis on interpersonal dynamics.
 RNT addresses issues of resistance to change as there
is a natural tendency on the part of people to resist
writing down the changes they would like to see from
others.
RESPONSIBILITY CHARTING
 Responsibility charting is identification of functional areas which include
ambiguities in a process, bringing the difference out in the open and
resolving them using cross functional collaborative measures
 This helps managers to actively participate in a focused and systematic
discussion about process related descriptions of the actions that must
be accomplished in order to deliver a successful end product or service
from same or different organizational level.
 THEORY OF RESPONSIBILITY CHARTING
 Accountability is a prime thing that is ensured by RCT
 It creates accountability for actions that is moved down from the top to
bottom of an organization
 It helps to know role perceptions and role ambiguities and the changes
in role perceptions by passage of time.
 There are three basic assumptions in any role. They are:
RESPONSIBILITY CHARTING
 ROLE CONCEPTION
 How or what a person thinks his/her job is completely dependent on how
the person has been taught to do it.
 His/her thinking will be influenced by many false assumptions
 ROLE EXPECTATIONS
 Role expectation is defined as what others in the organization think the
person is responsible for, and how he/she should carry out those
responsibilities
 These ideas also may be influenced by incorrect information
 The role expectation is based on output of results expected from the role
 ROLE BEHAVIOR
 Role Behavior is defined as what a person actually does in carrying out
the job.
 RC reconciles role conception with the role expectation and thus, role
behavior becomes more predictable and productive.
ORGANIZATION MIRROR INVENTIONS
 INTER-GROUP MIRRORING AS AN INTERVENTION
 What appears to be a simple problem between groups is the result of a
deep seated and largely unrecognized emotional conflict within the
group and within its members.
 Both the involved groups will use the surface problem as a social
defense against the anxiety of having to face the real underlying cause
of tension between them.
 This type of problems can be approached by using the technique of
Group Mirroring developed by Gemmill and Costello in 1990.
 The use of the term group mirror is close to the literal meaning of the
word mirror.
 This is developed on the basis of the concept that every in-group needs
an out-group to provide itself with a mirror of its shadow.
 The presence of out-group provides opportunity for the in-group to
externalize denied emotions and issues contained in the group shadow
so that they can be easily identified. Example (Refer Page No:132)
GESTALT ORIENTATION TO TEAM BUILDING
 Gestalt psychology as the study of human perception and
learning developed during the early and mid 20th Century.
 When Gestalt principles are applied within an
organizational-consulting situation, perception and
awareness becomes focal points.
SENSATION
WITHDRAWAL OF
ATTENTION
RESOLUTION
CLOSURE
AWARENESS
The Gestalt
Theory
CONTACT
ENERGY
MOBILIZATION
ACTION
INTER-GROUP TEAM BUILDING
INTERVENTIONS
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AIM
To increase communication and interaction
To reduce unhealthy competition
THE PROCESS
Groups are put in different rooms and given the task of
generating two lists of:
 (i) Put down thoughts, attitudes, perceptions and feelings
about the other group
 (ii)Predict what the other group will say about them
 Then the groups are brought together and made to share
their lists. No comments or discussion will be made now.
INTER-GROUP TEAM BUILDING
INTERVENTIONS
 The group will be reconvened to:
 (i)To discuss their reactions to what have learned about
themselves from what the other group has said
 (ii)Identify issues that still need to be resolved between
the two groups.
 The groups come together and share their lists, they set
priorities and they generate action steps and assign
responsibilities.
 A follow up meeting is convened to ensure that the
action steps have been taken.
THIRD PARTY PEACE MAKING
INTERVENTIONS
 Third party or intermediary is the person or team of people who
become involved in a conflict to resolve it.
 Third parties may act as consultants either by helping one side or
both the sides
 They may act as facilitators, arranging meetings, setting agendas
and guiding productive discussions also.
 CHARACTERISTICS OF INTER-GROUPO CONFLICT
 Perceive others as enemy
 Stereotyping
 Decreased communication
 Communication get distorted or inaccurate
 Each group praises itself and its products more positively
 Each group believes that I can do no wrong and the other can do no
right
 There can be act of sabotage also.
THIRD PARTY PEACE MAKING
INTERVENTIONS
 General strategies to deal with Inter-Group Conflict
 Bring a common enemy from outside
 Increase interaction and communication under favorable
conditions
 Find a super-ordinate goal
 Rotating members of the group
 Providing training
PARTNERING
 Partnership can exists inside as well as outside the
organization
 PARTNERSHIP INSIDE THE ORGANIZATION
 This involves partnership with direct reports, partnering with
co-workers and partnering with managers.
 PARNERING WITH DIRECT REPORTS
 One of the greatest challenges of leaders of the future will be
breaking down boundaries of hierarchy
 The effective leader will be able to share people, capital and
ideas across the organization.
 The success depends upon stronger partnership with coworkers
 Biggest challenge will be patterning with co-workers than
partnering with direct reports
PARTNERING
 PARTNERING WITH MANAGERS
 The relation between managers and direct reports will have to
change in both directions
 Not only managers need to change, direct reports will need to
change.
 Many future leaders have to operate like an MD of a consulting
firm than the operator of an independent small business
 PARTNERSHIP OUTSIDE THE ORGANIZATION
 Partnering with customers
 This is needed for creating economies of scale
 The basic objective should be to create long term customer
relationship than short term so that partnering becomes more
effective and profitable
 This implies that suppliers need to develop a much deeper
understanding of the customer’s total business
LOGO