How To Work In Teams

Transcription

1 Working in Teams Moving From High Potential to High Performance Brian A. Griffith Peabody College, Vanderbilt University Ethan B. Dunham Human Capital Performance Partners (DSAGE Los Angeles London New Delhi Singapore Washington DC

2 Detailed Contents Preface xiii 1 Introduction to Teams 1 Gase 1.1: Alternative Spring Break 1 What Is a Team? 2 Why Do We Need to Learn About Teams? 3 Teams Versus Workgroups 4 Common Problems 5 Conditions for Team Success 6 Trust 6 Team Identity 7 Collective Efficacy 7 Ideal Team Climate 8 Stages of Group Development 9 Other Models of Group Development 11 Threats to Effective Collaboration 11 Size of the Team 12 Degree of Virtual Participation 12 Amount of Diversity 12 Education Level 13 Improving Collaboration 13 Team Composition 13 Meeting Space 13 Leadership Practices 14 Trends in Team Research 14 Leadership in Action 15 Key Terms 16 Discussion Questions 16 Group Activities 16! Team Design Case 2.1: Joining the Starbucks Team 19 Roles and Responsibilities 22 Team Culture 25 Building a Team 29 Task Complexity 29 Types of Interdependence 30 ig

3 Team Composition 33 Team Size 34 Launching a Team 35 Introductions 36 Leadership in Action 39 Key Terms 40 Discussion Questions 41 Group Activities 41 3 Interpersonal Dynamics and Conflict Gase 3.1: Survivor 43 Norms 45 Social Styles 47 Interpersonal Circumplex 49 Conflict 52 Conflict as an Everyday Phenomenon 53 Levels of Conflict 54 Task Versus Relationship Conflict 55 Conflict Management Styles 56 Negotiation and Conflict Resolution 58 Emotional Intelligence 60 Cohesion 61 Leadership in Action 63 Key Terms 64 Discussion Questions 65 Group Activities 65 4* Leadership Case 4.1: Cogent Healthcare 67 Self-Managed Work Teams 69 Leadership and Gender 70 Theories of Leadership 70 Trait Theories 71 Contingency Theories 72 Transformational Leadership 73 Primal Leadership 73 Resonant Leadership 75 Five Practices of Exemplary Leaders 76 Model the Way 76 Inspire a Shared Vision 77 Challenge the Process 78 Enable Others to Act 78 Encourage the Heart 79

4 Five Bases of Power 79 Influenae Strategies 81 Persuading Others 83 Establish Credibility 83 Find Common Ground 84 Provide Evidence 84 Connect Emotionally 85 Conducting Effective Meetings 86 Leadership in Action 87 Key Terms 88 Discussion Questions 88 Group Activities 89 5* Communication Case 5.1: The Apprentice 91 Encoding and Decoding Messages 93 Verbal Communication 93 Nonverbal Communication 95 Posturing 96 Components of Effective Communication 97 Active Listening 98 Assertiveness 101 CentraLized Versus Decentralized Communication 102 Virtual Communication 105 Improved Knowledge-Sharing 106 Inherent Problems 106 Communication Challenges 107 Leadership in Action 108 Key Terms 109 Discussion Questions 109 Group Activities Decision Making Case 6.1: Weapons of Mass Destruction 113 Information Processing 115 Selecting Data 116 Interpreting the Data 117 Drawing Conclusions 118 Taking Action 119 Common Decision-Making Mistakes 120 Functional Model of Decision Making 121 Orientation 122 Discussion 122 Decision Rule 124

5 Implementation 124 Influences on Group Decisions 125 Status and Influenae 125 Pressure to Conform 128 Divergent Perspectives 129 Leadership in Action 129 Key Terms 131 Discussion Questions 131 Group Activities Creativity and Innovation 133 Case 7.1: The ipod 133 Creativity 135 Characteristics of Creative People 137 Subject Knowledge 137 Intrinsic Motivation 138 Tolerance for Ambiguity 139 Willingness to Take Risks 139 Discovery Orientation 140 The Social and Organizational Context for Creativity 140 Family 141 Education 141 Mentors 142 Organization 142 Creativity Through Brainstorming 144 Leadership in Action 145 Key Terms 147 Discussion Questions 147 Group Activities Diversity 149 Case 8.1: Deloitte 149 VisibLe Versus Nonvisible Diversity 151 Visible Differences 151 Nonvisible Differences 152 Cultural Diversity 153 The Challenges and Benefits of Diversity 155 Outcomes of Group Diversity 157 Cognitive Outcomes and Task Performance 157 Affective Outcomes and Relational Connection 158 Contextual Conditions for Success 159 Leveraging Differences to Improve Team Performance 160 Seeing Differences 160

6 Understanding Differences 161 Valuing Differences 161 Leadership in Action 162 Key Terms 163 Discussion Questions 163 Group Activities Project Management 167 Case 9.1: Google 167 Vision and Purpose 168 Goals 169 Collaborative Goal-Setting 172 Project Management 173 DAPEE Model 173 FOCUS Model 183 Leadership in Action 187 Key Terms 187 Discussion Questions 188 Group Activities Performance Evaluation 189 Case 10.1: Southwest Airlines 189 Task Assessment 191 Interpersonal Assessment 192 Group Cohesion 192 Interpersonal Skills 193 Member Satisfaction 194 Five Dysfunctions of a Team 195 Absence of Trust 195 Fear of Conflict 196 Lack of Commitment 197 Avoidance of Accountability 197 Inattention to Results 198 Team Learning 198 Timely Identification of Mistakes 199 Effective and Ongoing Analysis 199 De Ii berate Experimentation 200 Change Agents 200 Managing Paradox 202 Leadership in Action 203 Key Terms 204 Discussion Questions 204 Group Activities 205

7 Appendix: Virtual Teams Building Effective Virtual Teams Preparation 208 Launch 208 Performance Management Team Development 210 Disbanding 211 Glossary References Photo Credits Index About the Authors