High-Performing TeamsSynergy 1 + 1 + 1 =10 (positive synergy) 1 + 1 + 1 =2 (negative synergy)Characteristics of High-performing TeamsShare a sense of common purposeMake effective use of individual talents and expertiseHave balanced and shared rolesMaintain a problem solving focusAccept differences of opinion and expressionEncourage risk taking and creativitySets high personal performance standardsIdentify with the team

The Five-Stage Team Development ModelFIGURE 11.1

Conditions Favorable to the Development of High Performance Project TeamsTen or fewer team membersVoluntary team membershipContinuous service on the teamFull-time assignment to the teamAn organization culture of cooperation and trustMembers report only to the project managerAll relevant functional areas are represented on the teamThe project has a compelling objectiveMembers are in speaking distance of each other

The Punctuated Equilibrium Model of Group DevelopmentFIGURE 11.2

Creating a High-Performance Project TeamFIGURE 11.3

Building High-Performance Project TeamsRecruiting Project MembersFactors affecting recruitingImportance of the projectManagement structure used to complete the projectHow to recruit? Ask for volunteersWho to recruit?Problem-solving abilityAvailabilityTechnological expertiseCredibilityPolitical connectionsAmbition, initiative, and energy

Project Team MeetingsConducting Project MeetingsEstablishing Ground RulesPlanning DecisionsTracking DecisionsManaging Change DecisionsRelationship DecisionsManaging Subsequent Meetings

Establishing a Team IdentityEffective Use of MeetingsCo-location of team membersCreation of project team nameTeam rituals

Requirements for an Effective Shared VisionFIGURE 11.4

Managing Project Reward SystemsGroup RewardsWho gets what as an individual reward?How to make the reward have lasting significance?How to recognize individual performance?Letters of commendationPublic recognition for outstanding workDesirable job assignmentsIncreased personal flexibility

Orchestrating the Decision-Making ProcessProblem IdentificationGenerating AlternativesReaching a DecisionFollow-up

Managing Conflict within the Project TeamEncouraging Functional ConflictEncourage dissent by asking tough questions.Bring in people with different points of view.Designate someone to be a devils advocate.Ask the team to consider an unthinkable alternativeManaging Dysfunctional ConflictMediate the conflict.Arbitrate the conflict.Control the conflict.Accept the conflict.Eliminate the conflict.

Conflict Intensity Over the Project Life CycleFIGURE 11.5

Rejuvenating the Project TeamInformal TechniquesInstitute new rituals.Take an off-site break as a team from the project.View an inspiration message or movie.Have the project sponsor give a pep talk.Formal TechniquesHold a team building session facilitated by an outsider to clarify ownership issues affecting performance.Engage in an outside activity that provides an intense common experience to promote social development of the team.

Managing Virtual Project TeamsChallenges:Developing trustExchange of social information.Set clear roles for each team member.Developing effective patterns of communication.Include face-to-face if at all possible.Keep team members informed on how the overall project is going.Dont let team members vanish.Establish a code of conduct to avoid delays.Establish clear norms and protocols for surfacing assumptions and conflicts.

24-Hour Global ClockFIGURE 11.6

Project Team Pitfalls

Key TermsBrainstormingDysfunctional conflictFunctional conflictGroupthinkNominal group technique (NGT)Positive synergyProject kickoff meetingProject visionTeam buildingTeam ritualsVirtual project team