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Strategy for Effective Team PerformanceDrops of water makes OCEAN...
February 05, 2012
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Definition of Team.
Characteristics of High Performing Team
Managing Teams for High Performance.
The Stages of Team Development.
Key strategy to successful performance of a team.
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What is Team?
A team is a small number of people with complementary skills who are
committed to a common purpose, performance goals and approach for
which they hold themselves mutuallyaccountable
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Types of Task Interdependence
Pooled task Interdependence:
Members make separate,independent contributions to groupsuch that group performance is thesum of each members contributions
Sequential task Interdependence:
Members perform tasks in a sequential ordermaking it
difficult to determine individual performance since one
member depends on another.
Reciprocal task interdependence Work performed by one group
member is mutually dependenton
work done by other members.
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Differences Between Team and Group
TEAM GROUP
Teams achieve a balance between concern
for the process of the group and the final
results.
Work groups only emphasize results. Work
groups do not formally develop skills for
working together for common goals.
Teams encourage open communication
between members.
Work groups tend to limit communication to
immediate supervisors or managers and so
individuals tend not to gain the expertise and
ideas of others.
Teams encourage collective effort. Work groups promote individual performance.
This leads to group members who focus on
completing their task with little interest or
coordination with other group members work.
teams demonstrate greater ability to solveproblems and think creatively, which leads
to higher productivity and quality products.
Work groups work with a high degree of
management control.
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Autonomy, the Key Dimension
Self-designing
Teams
Self-
managing
Teams
Semi-autonomous
Work
GroupsEmployee
Involvement
Teams Traditional
Work
Groups
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Characteristics of High Performing Teams Continued
DefinitionComponent
The seven components continued ...
5. Established Ground
Rules
6. Balanced Participation
7. Improvement Plan
Establishing rules for the team involves the
process of members deciding what are
acceptable and unacceptable behaviors
within the team for both tasks and
relationships.
This strategy not only contributes to getting
the job done, but it develops all membersexpertise in all areas, which strengthens the
teams performance.
The goal of an improvement plan is to
ensure high team performance. The plan
needs to cover 5 activities:
- Maintain communications
- Fix obvious problems
- Look upstream to larger issues
- Document progress and problems
- Monitor changes
Without openly stated rules teams often
experience frustration and confusion in other
members behaviors. Potential troubles may
include members who continue behavior that
frustrates other team members.
Without balanced participation, performance
can result in certain members having too muchor too little influence based on their skill set,
and cross-job coverage not supporting
productivity goals.
Without an improvement plan, the team may
use ineffective approaches to address problems
that result in little or no improvement of team
output.
Potential Issues If Missing
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1. Make the decision to build a team . . . This starts the investment in the team
2. Gather the best team possible . . .
This elevates the potential of the team
3. Pay the price to develop the team . . .
This ensures the growth of the team
4. Do things together as a team . . .
This provides community for the team
5. Empower team members with responsibility and authority . . .
This raises up leaders for the team
Managing Teams for High Performance
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6. Give credit for success to the team . . . This lifts the morale of the team
7. Watch to see that the investment in the team is paying off. . .
This brings accountability to the team
8. Stop your investment in players who do notgrow . . .
This eliminates greater losses for the team9. Create new opportunities for the team . . .
This allows the team to stretch
10. Give the team the best possible to succeed . . .
This guarantee the team high return
Managing Groups and Teams for High Performance
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FormingThe forming stage occurs when team
members first come together as a team.
How members Feel:
optimistic
proud
anxious/suspicious about the job
resentful
How members Act: unfocused
impatient
Storming
During the storming stage, teams
discover teamwork is more difficult
than they expected.
How members Feel:
attitudes fluctuate resist new approaches
How members Act:
argue
defensive/competitive
question wisdom of approach
tension/jealousy
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Norming
The norming stage begins as the team
moves beyond the storming stage and
begins to function as a team.
How members Feel:
acceptance of team
ability to express constructive criticism
relieved - its going to be O.K.
How members Act:
avoid conflict
share
common spirit/goals establish ground rules and boundaries
PerformingWhen a team reaches the performing
stage it is functioning as a high
performance team.
How members Feel:
better understanding of team strengths
and weaknesses insight into personnel and group
processes
satisfied with the team
How members Act:
self change
prevent and work through group
problems
close attachment to the team
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Question?
What stage of group development is most important?
A. Forming
B. Storming
C. Norming
D. Performing
Group Norms
Group Norms
Shared guidelines or rules for behavior that most group members follow
Managers should encourage members to develop norms that contribute to groupperformance and the attainment of group goals
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Stages of Team Development
Forming
Storming
Norming
Performing
De-Norming
De-Storming
De-FormingTe
amP
erform
ance
Time
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Internally aligned, externally focused
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Enhancing Team Effectiveness
Team Training
Team Compensation
and Recognition
Selecting People
for Teamwork
Setting Team
Goals
and Priorities
Effective Team Succeeds
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Key Strategy to successful performance of a team
Strategy
Clear Roles and ResponsibilityOpen Communication
Rapid Response
Effective Leadership
S.C.O.R.E
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Key Strategy to successful performance of a team S.C.O.R.E
Strategy:
Shared purpose
Clearly articulated values and ground rules
Understanding of risks and opportunities facing the team
Clear categorization of the overall responsibilities of the team
Clear Roles and Responsibilities:
Clear definition of roles and responsibilities
Responsibility shared by all members
Specific objectives to measure individual results
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Key Strategy to successful performance of a team
S.C.O.R.E
Open communication: Respect for individual differences
Open communication environment among team members
Rapid response:
Rapid response to the teams problems
Effective management to change in the internal and external environment
Effective Leadership:
Team leader who is able to help members achieve the objective and build theteam
Team leader who can draw out and free up the skills of all team members,develop individuals
T Vi /360
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SELF
Problem Solving
Planning
ControllingManaging Self
Managing Relationships
Leading
Communicating
OTHER TEAMMEMBERS
TeamView/360Self and Team Processes
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Team Processes
Purpose & Commitment
Working As A Team
Contribution To The Team
Interaction
Focus
TEAM
LEADER
TEAM
MEMBERS
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Teams Contributions to Organizational Effectiveness
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Plan for Teams Effectiveness
What do you plan to do differently in the job to improve and become a highperformance team?
Primary opportunities
Development Plan: Discuss with the team members and understand their area ofinterest and formulate a development plan for every individual in the team.
Develop Short term plan: From the project plan, identify challenging tasks inhis/her area of interest and help the team member to complete the task.
Develop Long term plan: Identify where the individual wants to see himself orherself in the next 3 years and formulate a plan and discuss the plan with theindividual.
Assess Risk: Identify what barriers might prevent you from following through withyour plans? If required, identify alternative plans.
Secondary opportunities
Platform to exhibit talent: Conduct team events where individuals can show casttheir extraordinary work and get recognized from the higher management.
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The Law Of The Niche
Wrong person Wrong place RegressionWrong person Right place Frustration
Right person Wrong place Confusion
Right person Right place ProgressionRight people Right places Multiplication
Teamwork Thought
You are most valuable where you add most value
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FormingTalents coming together is analogous to addition
10 + 10 + 10 + 10 + 5 = 45
10 + 10 + 10 + 10 + 10 = 50
Difference appears to be between 45 and 50
Performing
Talents performing together is like multiplication
10 x 10 x 10 x 10 x 5 = 50,000
10 x 10 x 10 x 10 x 10 = 100,000
That is double the difference
The Law Of The Chain
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The Law Of The Bad Apple
Abilities Attitudes Result
Great talent Rotten attitudes Bad team
Great talent Bad attitudes Average team
Great talent Average attitudes Good teamGreat talent Good attitudes Great team
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The Law Of Significance
The belief that one
person can do
something great is
a myth.
Teamwork begins
when you concentrate
on we instead of
me
N f i S ll f
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None of us is as Strong as all of us...
Teamwork Thought
Coming together is a beginning.
Keeping together is progress.
Working together is success.