Download Outlines of People

Prepared By Kim Soltysik
Self and Others III
•How groups become teams.
•Types of teams
•Why groups sometimes fail
•How to build an effective team?
•How to manage relationships with other
teams?
•Conflict styles
Positive attributes of groups:
 Total Resources: in a collective of people you have a
pooling of talents, energy, information and skill sets to
perform tasks that can not be achieved by one
individual.
 Diversity of Resources: The collective group aides in
decision making through the exchange of information
there is enhanced creativity to accept complex tasks.
 Offers Social and Career Opportunities: Group
members learn corporate culture and network. Never
pass on an opportunity to serve on a committee and
advance yourself in an organization.
Group Verses Team
Group Definition
 The term “teams” is used so frequently in the workplace is
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now Cliché.
Organizations have always used Groups to “get the job done”
Groups have little power, autonomy or influence in the
workplace.
There is no shared cause or vision for future development.
There is rarely a commitment to a common purpose.
A working group is a collection of people who work in the
same area to perform a specific task, but do not come
together as a unit and make significant performance
improvements.
Examples???????
Group Task
May contribute
as piece worker
or on the
assembly line.
•
•Isolatated task
that is easily
quantified and
measured.
Team Definition:
 “Real Teams” are fully integrated into the organizational
structure.
 They may/not have authority – dependent on what
aspect in the organization / work environment?
 Members are usually well trained, involved in the
issue, cooperative – performing in a culture of
supported learning and improved outcomes.
 People with complementary skills ~ committed to
a common purpose and established goals for
which they hold themselves mutually
accountable.
Teams embrace all
skill sets and
people prepared to
the shared good.
Some organization’s
Teams are exclusive
– not inclusive .
They become
involved in decision
making beyond their
shared expertise.
Types of Teams
 Work Teams:
 Parallel Teams: Work
manufacture, assemble
or sell good. Ie Dietary
 Project Development
Teams: work on long
term projects – disband
when work is complete.
Ie – installing systems
involves a variety of areas
to focus on specific tasks
ie OR waitlists.
 Management Teams:
provide direction to
subordinates under their
jurisdiction ie policies
development and
enforcement.
How do Teams Develop?
Forming
Storming
Norming
Performing
Adjourning
These are open-end and affected by
group cohesiveness / satisfaction.
The key to team
development ?
Time
The forming stage:
•The first meeting sets
the rules, roles and
norms of the team.
Midway stage:
•The period between
finishing the project when the team knows
time is scarce and they
can not employ other
options. Conflict may
result
Group
Decay
De –norming
As the project evolves the standard of
conduct erodes. Members drift after
their own interests. Expectations
change.
De - storming
Mirror opposite of storming. Conflicts
arise suddenly as discontent bubbles to
the surface. Individuals resist group
norms and cohesiveness declines.
De – forming
Group falls apart as sub – groups battle
for control. The purpose / agenda
components may be claimed by
individuals. Members isolate
themselves and the whole job is no
longer viable = Scapegoating
When it is good!
 The team must feel the assigned task is valued and has
purpose to the greater good to feel committed to the
work required. Good teams don’t do “junk”.
 Upon having meaningful purpose, Teams will work at
developing an inclusive understanding of how to work
together to achieve their goal.
 Tasks are thoughtfully assigned with clear direction,
well stated expectations.
 The team will pull together with motivation and may
have a chance to achieve extraordinary things.
I had a shower for
this?
Social Loafing:
when the member
believes their input is
not valued
others can do the
work
their sloth will be
undetected
Or .....they will be
the chump who ends
up doing all the work
with no individual
recognition for their
efforts.
Social Facilitation
Effect
Working harder when in a
group than when working
alone.
These people are concerned
with what other people think
about them.
This person wants to present
the optics of a positive self
image.
They may offer to take on a
large piece of the tasks in an
effort to fit in with the “Team”.
Social Facilitators cancel –
out Social Loafers.
Need to be sure this
person is not set-up to fail.
Role Episodes
The messages between group members
Carrot and Stick:
 (Westinghouse) 134 Managers were rewarded to buy
shares/stocks boosting the company’s financial
picture. (carrot)
 At quarterly meetings the CEO ranks Managers by how
their operations contribute to the earnings per share.
 The CEO does not scold. He identifies the Producers
in green and laggards in red on a chart for the entire
organization to see. Shame is a powerful tool.
 Peer pressure takes care of the laggards
Roles that result....
Role Overload:
When expectations of the Leader exceeds the
individual’s capacity to perform effectively. I.e.
Students with a full course load, working part-time try
to have a social life and maintain a 4.0 grade average.
As the person takes on more tasks s/he moves from
being constructive and effective, to reduced
performance while trying to do more work in less
time.
Role Conflict
 When a person is torn between conflicting demands
placed on them by external forces.
 More pointedly it is when conflicting internalized
values, beliefs personal standards collide with the
expectations of others. It can present as an ethical
conflict (MB), or personal confusion.
 The easiest example is the latest buzz word “home life
and work life balance.”(E.O and JVM)
 Person struggles with making poor choices, appearing
disloyal and taking personal risk to save “self”
Result
Role Ambiguity
 Role Ambiguity is the polar opposite of Role Conflict.
 Role Ambiguity is when there is a failure of the
LEADER or PEER to communicate the expectations or
information the Nurse needs to perform effectively
and /or enjoy success in their role.
 This may happen because the other person does
possess the information or they are with holding it
deliberately. (“Me” culture)
 Exercise and break. 15 minutes only.
15 minutes only – please return on time.
This material is testable and will appear on the midterm.
Music