123

1. TEAM EFFECTIVENESS
“There is no ‘I’ in TEAM! And this is the secret of a team SUCCESS !”
G
R
O
U
P
1

3. Table of contents
 What is Team Effectiveness?
 Team Effectiveness using the
scaled comparison.
 Aspects of excellent team.
 Maxims of team management
 Boehm’s Principles
 What does Team
Effectiveness measure?
 Structural Elements
 Positive
Interdependent
Behaviors
 Four strategies to improve
Team
Effectiveness
 Clarify your team mission
 Set team goals!
 Create a plan
 Conduct progress
reviews.
 Team effectiveness model

4. Background
• Defining “Team”
– Teams generally consist of two or more
people who
• Are interdependent
• Exist for a purpose/task
• Are mutually accountable to achieve that
purpose/task
• Perceive themselves as a social entity
– Groups versus Teams?

5. 15-5
Groups, Teams and
Organizational Effectiveness
• Group
– Two or more people who interact with
each other to accomplish certain goals
or meet certain needs.

6. Backgroun
d
• As noted previously (e.g.,
tutorials), ability to work in
teams is essential in most
modern organisations
– Why?
– Advantages of teams?
– Disadvantages of teams?

7. Types of Teams
• Departmental Teams
• Production/Service/
Leadersip teams
• Self-directed or
autonomous
teams
• Advisory teams
• Task force or project
teams
• Skunkworks (team who
research & develop
projects
• Virtual teams
• Communities of
practice (share their
knowledge & info)

8. WHAT IS TEAM EFFECTIVENESS?
Team effectiveness refers to the system of getting
people in a company or institution to work together
effectively.

9. 9
Characteristics of an Effective Team
Effective teams operate in an environment
in which there is two way trust in an
environment of open and honest
communication

10. 10
The Team Model

11. Teamwork Represents Values that:
• Encourage listening
and responding
constructively to the
views expressed by
others
• Give others the
benefit of the doubt
• Provide support
• Recognize the
interests and
achievements of
others
John R. Katzenbach and Douglas K. Smith, “The Discipline of Teams”, Harvard Business Review, March-
April, 1993, pp. 111-120
- 11 -

12. - 12 -
Characteristics of Losing Teams
• Dominated by one
individual
• Compromise between
two competing
business strategies
• Engage in groupthink
• Not all team
members contribute

13. Winning Teams
• Trust
• Clear time frame and agreed upon
goals
• Get facts and do analyses before
making decisions
• Divide responsibilities
• All team members contribute
• Challenge and play devil’s advocate
- 13 -

14. Team
Effectiveness:
Potential for Process
Gains
• Potential advantages of using teams
– As a whole, team has more knowledge, ability, effort
than any single team member
– Diversity of views, knowledge, experience can lead
to innovation, fewer errors
– Potential for constructive conflict – task conflict
focused on issue and not personalised
– Can increase individual motivation and engagement

15. Team Effectiveness:
Potential for Process Losses
• Potential disadvantages
 of using teams
 - Individuals better/faster at
some tasks
– Development and maintenance
costs
– Potential for destructive conflict –
personalised or relationship conflict
– Teams often don’t utilize all available
knowledge
• Drive to defend
• Time constraints
• Evaluation apprehension
• Pressure to conform

16. Team
Effectiveness:
Potential for Process
Losses
• Social loafing can occur where people
exert less effort when working in a
team/group
• Tips to reduce social loafing
– Keep group size small
– Increase identifiability and accountability
– Specialise tasks to make individual
efforts indispensible
– Set clear, challenging goals
– Increase involvement and engagement
– Increase identification with the group

17. TEAM EFFECTIVENESS
USING THE SCALED
COMPARISON
Team Effectiveness is a proven and practical
diagnostic tool for assessing team
effectiveness and improving work group
performance.
Team Effectiveness gives the team a very
precise and reliable consensus as to what
team members see going well and what
needs improvement.
Cont..

18. • Team Effectiveness helps team members to very
quickly pinpoint the gap between where they are and
where they need to be.
• With Team Effectiveness, all team members participate
in team improvement through a sharing of their views
about team performance and needed improvement.
• Unlike other diagnostic tools, Team Effectiveness
works with teams as small as 5 to 7 members.
TEAM EFFECTIVENESS USING THE SCALED COMPARISON

19. ASPECTS OF EXCELLENT TEAM
Balance and Coverage are two of the most
important aspects of excellent teams:-
• Whenever team is out of balance, it is vulnerable.
• Great teams need coverage across key positions
with strong individual players.

20. BOEHM’S PRINCIPLES
• The principle of top talent : Use better and fewer people
• The principle of job matching : Fit the tasks to the skills
and motivation of the people available.
• The principle of career progression : An organization
does best in the long run by helping its people to self-
actualize.

21. BOEHM’S PRINCIPLES
• The principle of team balance : Select people who will
complement and harmonize with one another.
• The principle of phase out : Keeping a misfit on
the team doesn’t benefit anyone.

22. FACTORS AFFECTING TEAM
EFFECTIVENESS
• The right mix of skills:- Bringing together
the people having different skills that
complement each other.
• The right motivation:- Team
effectiveness is directly related to the
interest that team is having on the
project.
• The ability to solve conflicts
without compromising the quality
of the project.

23. WHAT DOES TEAM EFFECTIVENESS MEASURE?
Team Effectiveness assesses all of the major
components of effective work groups,
employing multiple statements for each of a
number of basic elements. Some of the
elements are :-
• Structural Elements
• Positive Interdependent Behaviors

24. • Structural Elements
– Shared Team Vision
– Clear Team Goals
– Clear Team Roles
– Effective Leadership
Behavior
WHAT DOES TEAM EFFECTIVENESS MEASURE?
• Positive Interdependent
Behaviors
– Effective Decision Making
– Encouragement of Innovation
– Effective Conflict
Management
– Natural Collaboration
– Effective Meeting
Management

25. Team Processes
• What happens
when our team
members get to
work?
• One major issue
is Group/Team
Development
– How do teams develop
and change over time?

26. Team Processes: Development
• Tuckman’s Model of Group Development
(1965)
Performing Adjourning
Norming
Storming
Forming
Return to
Independence
Dependence/
interdependence
Independence
Is this a good model for the teams you’ve
experienced? Does it fit all teams?

27. Team Process Development

29. Team Processes: Development
• Other models suggest that groups don’t go through
stages at
all but complex cycles
• Punctuated Equilibrium (Gersick)
– Long periods of little or no development
– Important times (e.g., looming deadlines, halfway point)
spur
activity and change

30. • Regardless of model, central processes occur
during team
development
• Team membership formation
– Development of cohesion and bonding to group
– Start to think of team as part of social identity
• Team competence
– Form routines, roles, norms, that improve effectiveness
– Form shared mental models about resources, goals, etc.
Team Processes: Development

31. Team Processes: Cohesion
• Cohesion – attraction to group or task and
desire to remain a member
– Results from both cognitive and emotional
processes
• Cohesion increases when
– Members are similar
– Teams are smaller
– Members interact frequently
– Somewhat difficult to enter the team
– Team success
– External competition

32. Team Processes: Cohesion
• Cohesion is generally beneficial
– More motivation
– More willing to share information
– Can resolve conflict effectively
– Better interpersonal relationships within team
– Better performance (if team norms aligned with organisation
norms)
• Cohesion can be harmful when
– Team members stop doing above to ‘protect’ group
– Team norms inconsistent with organisation norms

33. Team Processes: Trust
• Trust refers to positive expectations of another
person in
situations involving risk
• Three levels of trust
– Calculus-based trust
– Knowledge-based trust
– Identification-based trust
• Based on emotional bond and mutual understanding
• Likely to be present in highly effective teams

34. STRATEGIES TO
IMPROVE TEAM
EFFECTIVENESS
The task of building better teams
and improving their effectiveness
can be broken down into four
simple and straightforward steps:
1) Clarify Your Team
Mission
2) Set Team Goals!
3) Create A Plan
4) Conduct Progress
Reviews.

36. CLARIFY YOUR
TEAM MISSION
Make sure that your
mission is the
team's reason for
being - its purpose!
For example:-
• If your team is responsible
for new products, your
mission might be to create
innovative products and
services that make the
client's life easier and
more enjoyable -- Or
products and service that
save the client money, Etc.

37. • Every team should have
definite objectives or goals.
• There are some guidelines
for setting up the team
goals.
SET
TEAM

39. SETTING UP TEAM GOALS
1) The goals should support the team's
mission or purpose.
2) Goals should be measurable. For example,
instead of saying, we want to increase sales
this month; a specific goal should be set. A
measurable goal might be, this month we will
increase sales by fifteen percent over last
month's sales totals.
3) Goals should have a date.

42. CREATE A PLAN
A team plan is simply a written blueprint for the team's
success.
• spell's out the team's mission,
• outlines the teams goals, and
• It lays out a strategy for fulfilling the team mission and
reaching the goals.
• It states the responsibilities of each person on the
team,
what they do, and how they do it.
• It should outline what each person does, and how he
or she is accountable.

43. CONDUCT PROGRESS REVIEWS
These are simply meetings
where the team members
come together to discuss the
team's results and future
plans.

44. ITEMS TO BE COVERED IN TEAM
PROGRESS REVIEW
• Check to make sure the team is
effectively accomplishing its mission.
• Review the team's goals and make
necessary adjustments. This is a great
time to keep the team goals out in front
of everyone.
• Set a date for the next Progress Review.

45. • Review the team plan and determine if
any updates or changes need to be made
to make the team more effective. Talk
about the things that are working well,
and discuss what areas need to be
improved.
• Clarify responsibilities for each team
member and the actions they need to
take next.
ITEMS TO BE COVERED IN TEAM PROGRESS REVIEW

46. TEAM EFFECTIVENESS MODEL
Teams can continuously improve their
effectiveness by focusing on improving their
functioning in five key areas: Goals, Roles,
Procedures, Relationships and Leadership

47. 5 key areas for Team Improvement
• Goals: What the team aspires to achieve
• Roles: The part each member plays in achieving the team
goals
• Procedures: The methods that help the team conduct itswork
together
• Relationships: How the team members ‘get along” with each
other
• Leadership: How the leader supports the team in achieving
results.

48. CLEA
R
• PROCEDUR
ES
• Solving
Problems
• Managing
Conflict
• Meeting
s
CLEAR ROLES AND
RESPONSIBILITIES
Organization Structure
Job Description
Accountabilities
Resources
Tools and Equipment
Qualifications
CLEAR
PROCEDURES FOR
Solving Problems
Decision making
Communication
Managing conflicts
Comp•
Planning Evaluating
Meetings
Performance
Managing Change
Evaluating
Performance
POSITIVE
RELATIONSHIPS
Mutual respect and trust
Support
Inclusion
Involvement
Value diversity
Listening
Feedback
Okay with disagreement
CLEAR GOALS
Vision
Mission
Values
Plans
STRONG LEADERSHIP
Personal Credibility
Clear Expectations
Clear Communication
Engagement and
Involvement
Develop People and
Team
All members responsible
and accountable
Manage Change
Recognition

49. What can you do as a
leader ?

50. Leaders should have two main concerns: people and
production
• High concern for people motivates the team and they
become more productive,
• High concern for production creates sense of
achievement and satisfaction
51
“Strong, decisive and
knowledgeable or quiet,
supportive,and
cooperative”

51. What’s your style ?

52. The
Commander
Commanders make and
influence most decisions.
The downside of this leadership
style is that the leader can
demotivate and annoy people.
Often decisions are not optimal
- they don’t consider all
available information, options
and perspectives. This style is
effective in short-term, in long-
term it could be dangerous for
people and projects.

53. The Coach
 Coaches tend to be concerned
 with growing people,
creating and enabling a
trusting environment.
 This leader makes decisions
collectively with a team while
explaining rationale behind
decisions. They listen and
provides feedback.
 Coaches encourages personal
growth and looks to build long-
term capabilities in an effort to
prepare the team and individuals
for independent work.
The coach is needed when team
lacks focus, expertise and
understanding what should be done
and how.

54. The
Supporter
Supporters are needed to
help teams.
They help remove barriers
and coordinate activities.
The Supporter is an ego-less,
quiet leader and facilitator
They tend to make joint decisions with the team as equals, delegating
majority of decisions to the team.
In addition, the Coach is concerned with the creation of harmony and
balance between team members.

55. The Self Organizing
Team
A motivated and confident Team
doesn’t need formal leaders.
The team makes most decisions.
Any member
could step in and become leader in
specific areas
and situations. People on these
teams tend to be highly capable,
committed and self-driven.
Teams will transcend through
previous steps and become truly
self-organized after experiencing
victories and failures, growing and
gaining experience together.

56. Which style of leader do
you need to be?