MGMT E Creating and Leading Team Dynamics Fall 2014 Dr. Harold V. Langlois Kathrine Livingston, M.A., Ed.M. Tuesday, 5:30-7:30 p.m.

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1 MGMT E Creating and Leading Team Dynamics Fall 2014 Dr. Harold V. Langlois Kathrine Livingston, M.A., Ed.M. Tuesday, 5:30-7:30 p.m. TEXTS AND READINGS Lencioni, Patrick The Five Dysfunctions of a Team. San Francisco: Jossey-Bass. Thompson, Leigh Making the Team, A Guide for Managers, 5 th Edition. Selected readings are noted in syllabus and can be obtained through online Library services. Readings marked by an asterisk (*) are available on Reserve (Grossman Library). Selected case studies for analysis starting in Week 5; some will be available online through Library services, others will be available for purchase online through COURSE OBJECTIVES In today s complex organizational environments working within a team format, whether in a leadership role or as an active participant, requires a different set of skills than going it alone. This course focuses on the role of coaching as an executive function and the challenges of developing an effective communication style. Creativity, conflict resolution and facilitating innovation are some of the major themes. Other topics explore building a climate of accountability, reducing social loafing, and establishing conditions that provide flow and high performance. The course is highly interactive with case-based exercises intended to build students skills as effective, contributing team members. COURSE REQUIREMENTS (1) Team Case Analyses / Presentations: 60% of total grade. Students will be assigned to teams in Week 5 with a presentation schedule. Teams will analyze, prepare a written report and present on two case studies during the term, starting in Week 8. Teams will have two weeks to read and prepare a case study analysis for their assigned presentation date. Students should expect to meet outside of class time to complete these assignments. Criteria and schedules for the team analyses will be handed out in Week 5. (2) Final individual paper: 40% of total grade. Students will submit an individual reflection paper at the end of the term that analyzes their experience and select topics that are relevant to their growth and development as a team member/leader. Papers are due no later than 5:30pm, December 16. Guidelines will be provided in the first few weeks of the term. (3) Consistent attendance, active participation and contribution to class discussion are expected. Participation and contribution includes asking questions relevant to the topic being discussed, demonstrating an understanding of the assigned readings, and building on the comments of others (v. stating your own opinion or repeating what has already been said). MGMT E-4160 Creating and Leading Team Dynamics - updated 9/1/2014 Page 1

2 Grading guidelines All team members are expected to participate during their assigned case analysis presentation dates. Case submissions and the final individual paper are due at the designated times above; in fairness to all please note that requesting special circumstances or extensions will not be accommodated. Grade scale: A=4.0, A =3.67, B+=3.33, B=3.0, B =2.67, C+=2.33, C=2.0, C =1.67, D+=1.33, D=1.0, D =0.67, E=0 Team guidelines Teams will be self-managing, meaning that members are expected to determine team goals and work flow, communicate effectively, set expectations, manage member conflict, and address internal team performance issues. READING ASSIGNMENTS TO BE COMPLETED BY PRIOR TO THE EVENING OF CLASS. Week Topic and Reading Assignment (Wk 1: 9/2) Overview of Team Management Approaches (WK2: 9/9) Teams and groups in the management process What is team management? Why use teams? How are teams best used? Do team members communicate differently? Reading: Thompson, Teams in Organizations: Facts and Myths, Chap. 1 (WK3: 9/16) Leadership models aimed at greater affiliation and teamwork Leadership in the team setting; energizing team efforts Empowerment Managers and teams; cognitive perspective of management Respect for the individual team member Creating conditions for success Thompson, Performance and Productivity: Team Performance Criteria and Threats to Productivity, Chap. 2 * Ibarra, H. and M.T. Hansen Are You a Collaborative Leader? Harvard Business Review (July-August) 89(7/8): (Reprint #R1107D) * Lee, T.H "Turning Doctors into Leaders." Harvard Business Review (April): (HBR Reprint #R10048) MGMT E-4160 Creating and Leading Team Dynamics - updated 9/1/2014 Page 2

3 (WK4: 9/23) Skills, conceptual understanding of group dynamics How are teams formed? What are the pitfalls? Using teams effectively; better productivity Understanding the group process Cross-functional teams; action teams Thompson, Designing the Team: Tasks, People, Processes, Chap. 4 *Avery, C How Teamwork Can Be Developed as an Individual Skill." The Journal for Quality and Participation (Fall) 23 (4):6-13 * Benkler, Y The Unselfish Gene. Harvard Business Review 89(7/8): (Reprint #R1107E) (WK5: 9/30) Team Assignments announced in class Assessing Work Preferences & Coaching Styles Coaching Styles (Analyzing, Bold, Caring) Addressing cultural differences Lencioni, pp Thompson, Team Identity, Emotion and Development, Chap. 5 * Druskat, V.U. and J.V. Wheeler "How to Lead a Self-Managing Team." MIT Sloan Management Review (Summer):65-72 (Reprint#45410) *Gratton, L., A. Voigt and T.J. Erickson Bridging Faultlines in Diverse Teams. MIT Sloan Management Review 48(4): (WK6: 10/7) Team focus--dynamics, creativity and performance Creating an environment that fosters risk-taking Lencioni, pp Thompson, Creativity: Mastering Strategies for High Performance, Chap. 9 *Sethi, R., D.C. Smith, & C.W. Park How to Kill a Team's Creativity." Harvard Business Review (August):16-17 (HBR Reprint #F0208B) *Jordan, et.al., The Impact of Negative Mood on Team Performance. Journal of Management and Organization (September) 12(2): *Spreitzer, G. and Porath, C Creating Sustainable Performance. Harvard Business Review (January-February): (HBR Reprint #R1201F) MGMT E-4160 Creating and Leading Team Dynamics - updated 9/1/2014 Page 3

4 (WK7: 10/14) Conflict and Learning Lencioni, pp Thompson, Conflict in Teams: Leveraging Differences to Create Opportunity, Chap. 8 * Flanagan, T. and C. Runde How Teams Can Capitalize on Conflict. Strategy & Leadership 37(1): * Behfar, K.J. et al The Critical Role of Conflict Resolution in Teams: A Close Look at the Links Between Conflict Type, Conflict Management Strategies, and Team Outcomes. Journal of Applied Psychology 93(1):170. *Foo, M-D Teams Developing Business Ideas: How Member Characteristics and Conflict Affect Member-rated Team Effectiveness. Small Business Economics 36: (WK8: 10/21) Case analysis #1 presentation: Team 1 Members as team developers, coaches and advice-givers * Coaching effectiveness * Knowing your listeners; useful feedback * Stretch goals * Training team members Lencioni, pp Thompson, Sharpening the Team Mind: Communication and Collective Intelligence, Chap. 6 * Goleman, D. and Richard Boyatzis Social Intelligence and the Biology of Leadership. Harvard Bus. Review (Sept):74-81 (HBR Reprint #R0809E) * Druskat, V. U. and S. B. Wolff Building the Emotional Intelligence of Groups. Harvard Business Review 79(3):81-90 (HBR Reprint #R0103E) (WK9: 10/28) Case analysis #2 presentation: Team 2 Team Leadership Thompson, Leadership: Managing the Paradox, Chap. 11 * Coutu, D.L "Putting Leaders on the Couch: A Conversation with Manfred F.R. Kets devries." Harv. Bus. Review (Jan): (HBR Reprint R0401F) *Bennis, W.C "The Seven Ages of the Leader." Harvard Business Review (Jan):46-53 (HBR Reprint #R0401D) MGMT E-4160 Creating and Leading Team Dynamics - updated 9/1/2014 Page 4

5 (WK10: 11/4) Case analysis #3 presentation: Team 3 Decision Making Thompson, Team Decision Making: Pitfalls and Solutions, Chap. 7 *Abele, J Bringing Minds Together. Harvard Business Review 89(7/8): (Reprint #R1107F) *Edmondson, A.C Teamwork on the Fly. Harvard Business Review 90(4): (Reprint #R1204D) (WK11: 11/11) Case analysis #4 presentation: Team 4 When Teams Run into Trouble * Misuse of the team process; what keeps teams from working? * Pathological organizations * Reward systems that discourage teamwork * Team myths; how to overcome obstacles; getting unstuck *Levy, P. F The Nut Island Effect When Good Teams Go Wrong. Harvard Business Review 79(3):51-59 (HBR Reprint #R0103C) * Nicholson, N How to Motivate our Problem People." Harvard Business Review (Jan):57-65 (HBR Reprint #R0301D) * Galford, R. & A. S. Drapeau "The Enemies of Trust." Harvard Business Review (February): (HBR Reprint #R0302G) (WK12: 11/18) Case analysis #5 presentation: Team 1 Sustaining Momentum * Building on team successes * Encouraging flexibility * Telling the story * Ready, D.A How Storytelling Builds Next-Generation Leaders." MIT Sloan Management Review 43(August):63-69 (Reprint #4346) *Guber, P The Four Truths of the Storyteller. Harvard Business Review 85(12): (HBR Reprint R0712C) (WK13: 11/25) Case analysis #6 presentation: Team 2 Best practices for team effectiveness * Turning teams around * Problem finding and problem solving * Skill transference * Team management cycles MGMT E-4160 Creating and Leading Team Dynamics - updated 9/1/2014 Page 5

6 *Prokesch, S How GE teaches teams to lead change. Harvard Business Review (January) 87(1): (HBR Reprint #R0901J) Huey, J "The New Post-Heroic Leadership." Fortune 129(4): (WK 14: 12/2) Case analysis #7 presentation: Team 3 Applying learning to future team participation * Garvin, D.A. et al Is Yours a Learning Organization?" Harvard Business Review (March): (HBR Reprint #R08034) *Adler, P., C. Heckscher, and L. Prusak Building a Collaborative Enterprise. Harvard Business Review 89(7/8): (Reprint #R1107G) (WK 15: 12/9) Case analysis #8 presentation: Team 4 New insights for team building * Hayashi, A.M "Building Better Teams." MIT Sloan Management Review 45(2):5. (Reprint #4521). *Pentland, A.S The New Science of Building Great Teams. Harvard Business Review 90(4): (Reprint #1204C) (WK 16: 12/16) For all students: Submission of final individual case study Integrating complexity *Hong, H. and Doz, Y L Oreal Masters Multiculturalism. Harvard Business Review (June): (Reprint #R1306J) *Gardner, H.K Coming Through When It Matters Most. Harvard Business Review 90(4): (Reprint #R1204E) MGMT E-4160 Creating and Leading Team Dynamics - updated 9/1/2014 Page 6