PowerPoint Template

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TEAM INTERVENTIONS
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Teams Work Groups Strategic Units of an
Organization

• 1. TEAMS
• The result and quality of teamwork is easily
  measurable by analyzing the effectiveness of
  collaboration in the following ways
• Communication
• Coordination
• Balance of contributions
• Mutual support
• Effort
• Cohesion

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Team Work Groups Strategic Units of an
Organization

• 2. WORK GROUPS
• Group of two or more individuals who work
  together
• They work temporarily until some goal is achieved
• They routinely function like a team but they are
  interdependent in achievement of a common goal
  and may or may not work in the same department or
  same locations
• External knowledge sharing is one of the major
  task of work groups which essentially means the
  exchange of information, a proper know-how about,
  and feedback from customers, organization experts
  and others outside a group.
• All teams are work groups but not all work groups
  are teams

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FUNCTIONAL LEVELS OF WORK GROUPS

• Dependent-Level Work Groups
• This is the most traditional work unit.
• It has a supervisor who plays the role of a boss.
• In this work group each person is assigned a job
  and is closely supervised by a boss.
• The boss approves if one can help another.
• Problem solving, work assignments and decision
  making is done by boss or supervisor.
• Rarely the group creates improvements, increase
  in productivity or leveraging resources to
  support one another

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FUNCTIONAL LEVELS OF WORK GROUPS

• 2. INDEPENDENT LEVEL WORK GROUPS
• This is the most common type of work group
• Each person responsible for their own area of
  operation
• The manager does not function like controlling
  boss
• Staff members work on assigned jobs with minimal
  supervision
• Example Sales Rep, Research Scientists,
  Accountants, Lawyers etc

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FUNCTIONAL LEVELS OF WORK GROUPS

• 3. INTERDEPENDENT-LEVEL WORK GROUPS
• People rely on each other to get the work done
• At times they have their own roles and at other
  times they share other responsibilities.
• But in either of the cases, they have to
  coordinate with one another in order to produce a
  final product or outcome.

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Difference between Work Groups Teams
WORK GROUPS TEAMS
Individual Accountability Individual and mutual accountability
Come together to share information and perspectives Frequently come together for discussion, decision making, problem solving and planning
Focus on individual goals Focus on team goals
Produce individual work products Produce collective work products
Define individual roles, responsibilities and tasks Define individual roles, responsibilities and tasks to help team do its work often share and rotate them
Concern with ones own outcome and challenges Concern with outcomes of everyone and challenges the team faces
Purpose, goals, approach to work shaped by manager Purpose, goals, approach to work shaped by team leader with team members
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Groups and Teams

• Experts suggests that teams are more effective
  than groups in organizations.
• According to Katzenbach and Smith (1993), there
  is a clear distinction between work groups and
  teams.
• Work group is a collection of people working in
  the same area or place in order to complete a
  task.
• Teams are just a special subset of groups.

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TEAM BUILDING INTERVENTIONS

• Team building intervention can be defined as a
  process of getting either a new or poor
  performing group on track.
• Example of team building intervention can be
  analyzed by taking two extreme categories of
  teams such as teams for fun and teams for
  development
• At fun end, there are icebreakers, ropes courses,
  camping trips etc and at the developmental end
  there are workshops and intensive team building
  exercises that are goal specific and suited to a
  group of professionals.

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STAGES OF TEAM DEVELOPMENT

• There are various team building models in
  management science
• Although the models vary from each other, they
  usually agree on two basic elements.
• First, that there are quite number of predictable
  stages before the team becomes highly productive
  and efficient and secondly, the leaders and team
  members who are already aware of these stages can
  work towards improving the quality of their
  teams interaction during each stage.

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BRUCE TIUCKMANS MODEL

• Forming
• Storming
• Norming
• Performing
• Refer website www.belbin.com

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GOALS OF TEAM BUILDING INTERVENTIONS

• To improve effectiveness of a group in achieving
  results
• Work group should be engaged in a continuous
  process of self examination
• Provide opportunity to the team to analyze its
  functioning, performance, strengths and
  weaknesses
• Identifying the areas of problem for team members
  and taking corrective measures for the same
• Developing a model of team effectiveness
  specifically designed to help the work unit

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FAMILY GROUP DIAGNOSTIC MEETING

• All OD group interventions are designed to help
  teams and groups to be more effective
• These interventions assume that most of the
  groups communicate well among each other and
  facilitate a healthy balance between both person
  and group needs.
• Group diagnostic interventions consists of
  meetings wherein members of a team analyze their
  unit performance, the area that needs
  improvement, and discuss potential solutions to
  problems.
• The benefit of such interventions is that members
  often communicate problems that their coworkers
  are unaware.

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FAMILY GROUP TEAM BUILDING MEETING

• The following structured team building activities
  that family members of all ages can be performed
• FAMILY GROUP ACTIVITIES
• Story telling
• Sharing your fears
• Playing team games like ice breaker, blind mans
  walk etc
• TEAM BUILDING GAMES
• Team building games helps in
• Building teams
• Develop employee motivation
• Improving communication
• Enhance business prospects
• Giving specific business outputs and
  organizational benefits

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ROLE ANALYSIS TECHNIQUE INTERVENTION

• RAT in OD intervention has been adapted for use
  as an experiential learning activity in
  academics.
• The primary functions of RAT are assisting groups
  in clarifying and understanding roles and role
  expectations in organization
• RAT is also sometimes better used to help
  employees get a grasp on their role in an
  organization.
• In the first step of a RAT intervention, the
  perception of ones role and contribution in an
  organization is defined by people in front of a
  group of co-workers.
• Then the group members give a feedback to define
  and clarify the role more
• In the second phase, the individual and the group
  examine ways in the which the employee relies on
  others in the company
• RAT intervention also help in reduction of role
  confusion in people
• Another popular intervention technique like RAT
  is Responsibility Charting which uses a matrix
  system to assign decision and task
  responsibilities

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ROLE NEGOTIATION TECHNIQUE

• The process of Role Negotiation was originally
  described by Harrison
• This is a real world oriented one that can lead
  to workable solution in cases involving
  competition, coercion and power struggles.
• Role Negotiation provides a method for one person
  or group to negotiate and structure the role, or
  working arrangements, with respect to the other.
• It includes
• Nature of activities that one expects out of the
  other
• The reporting relationships
• Rules for escalation
• Who is responsible for what decisions
• Who will carry them out
• The consequences of non-performance
• The fundamental assumption of Role Negotiation is
  that reasonable people prefer a state of
  negotiated settlement to one of ongoing
  unresolved conflict.

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ROLE NEGOTIATION TECHNIQUE

• ADVANTAGES OF ROLE NEGOTIATION TECHNIQUE
• RNT makes things explicit
• The facilitator helps everyone understand that
  each participant has some degree of power from
  the positive rewarding good behavior in others
  during the contracting process.
• This avoids guesswork about expectations and thus
  helps in understanding well how to influence
  others in the group.
• NEGOTIATION
• After each person has clarified the messages he
  or she has received, issues are selected for
  negotiation.
• At this stage everyone should be prepared to make
  some sort of changes to get what he or she wants.

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ROLE NEGOTIATION TECHNIQUE

• By an iterative process, each person selects and
  communicates his or he most important issues and
  eventually the group comes to a consensus about
  which one will be dealt with at this point.
• After all parties agree, the participants write
  down the agreement to formalize it as a contract.
• All agreements are published openly and discussed
  openly in group
• The facilitator should bear in mind that some of
  the people negotiate in bad faith and certain
  things cannot be changed by these techniques.
  These people may push the group into unproductive
  or politically dangerous territory.

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ROLE NEGOTIATION TECHNIQUE

• DYNAMICS OF ROLE NEGOTIATION
• This process focuses on working relationship
  between people.
• So it is less threatening to most groups and more
  accessible than other techniques that places
  greater emphasis on interpersonal dynamics.
• RNT addresses issues of resistance to change as
  there is a natural tendency on the part of people
  to resist writing down the changes they would
  like to see from others.

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RESPONSIBILITY CHARTING

• Responsibility charting is identification of
  functional areas which include ambiguities in a
  process, bringing the difference out in the open
  and resolving them using cross functional
  collaborative measures
• This helps managers to actively participate in a
  focused and systematic discussion about process
  related descriptions of the actions that must be
  accomplished in order to deliver a successful end
  product or service from same or different
  organizational level.
• THEORY OF RESPONSIBILITY CHARTING
• Accountability is a prime thing that is ensured
  by RCT
• It creates accountability for actions that is
  moved down from the top to bottom of an
  organization
• It helps to know role perceptions and role
  ambiguities and the changes in role perceptions
  by passage of time.
• There are three basic assumptions in any role.
  They are

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RESPONSIBILITY CHARTING

• ROLE CONCEPTION
• How or what a person thinks his/her job is
  completely dependent on how the person has been
  taught to do it.
• His/her thinking will be influenced by many false
  assumptions
• ROLE EXPECTATIONS
• Role expectation is defined as what others in the
  organization think the person is responsible for,
  and how he/she should carry out those
  responsibilities
• These ideas also may be influenced by incorrect
  information
• The role expectation is based on output of
  results expected from the role
• ROLE BEHAVIOR
• Role Behavior is defined as what a person
  actually does in carrying out the job.
• RC reconciles role conception with the role
  expectation and thus, role behavior becomes more
  predictable and productive.

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ORGANIZATION MIRROR INVENTIONS

• INTER-GROUP MIRRORING AS AN INTERVENTION
• What appears to be a simple problem between
  groups is the result of a deep seated and largely
  unrecognized emotional conflict within the group
  and within its members.
• Both the involved groups will use the surface
  problem as a social defense against the anxiety
  of having to face the real underlying cause of
  tension between them.
• This type of problems can be approached by using
  the technique of Group Mirroring developed by
  Gemmill and Costello in 1990.
• The use of the term group mirror is close to the
  literal meaning of the word mirror.
• This is developed on the basis of the concept
  that every in-group needs an out-group to provide
  itself with a mirror of its shadow.
• The presence of out-group provides opportunity
  for the in-group to externalize denied emotions
  and issues contained in the group shadow so that
  they can be easily identified. Example (Refer
  Page No132)

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GESTALT ORIENTATION TO TEAM BUILDING

• Gestalt psychology as the study of human
  perception and learning developed during the
  early and mid 20th Century.
• When Gestalt principles are applied within an
  organizational-consulting situation, perception
  and awareness becomes focal points.

SENSATION
WITHDRAWAL OF ATTENTION
AWARENESS
The Gestalt Theory
RESOLUTION CLOSURE
ENERGY
MOBILIZATION
CONTACT
ACTION
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INTER-GROUP TEAM BUILDING INTERVENTIONS

• AIM
• To increase communication and interaction
• To reduce unhealthy competition
• THE PROCESS
• Groups are put in different rooms and given the
  task of generating two lists of
• (i) Put down thoughts, attitudes, perceptions and
  feelings about the other group
• (ii)Predict what the other group will say about
  them
• Then the groups are brought together and made to
  share their lists. No comments or discussion will
  be made now.

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INTER-GROUP TEAM BUILDING INTERVENTIONS

• The group will be reconvened to
• (i)To discuss their reactions to what have
  learned about themselves from what the other
  group has said
• (ii)Identify issues that still need to be
  resolved between the two groups.
• The groups come together and share their lists,
  they set priorities and they generate action
  steps and assign responsibilities.
• A follow up meeting is convened to ensure that
  the action steps have been taken.

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THIRD PARTY PEACE MAKING INTERVENTIONS

• Third party or intermediary is the person or team
  of people who become involved in a conflict to
  resolve it.
• Third parties may act as consultants either by
  helping one side or both the sides
• They may act as facilitators, arranging meetings,
  setting agendas and guiding productive
  discussions also.
• CHARACTERISTICS OF INTER-GROUPO CONFLICT
• Perceive others as enemy
• Stereotyping
• Decreased communication
• Communication get distorted or inaccurate
• Each group praises itself and its products more
  positively
• Each group believes that I can do no wrong and
  the other can do no right
• There can be act of sabotage also.

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THIRD PARTY PEACE MAKING INTERVENTIONS

• General strategies to deal with Inter-Group
  Conflict
• Bring a common enemy from outside
• Increase interaction and communication under
  favorable conditions
• Find a super-ordinate goal
• Rotating members of the group
• Providing training

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PARTNERING

• Partnership can exists inside as well as outside
  the organization
• PARTNERSHIP INSIDE THE ORGANIZATION
• This involves partnership with direct reports,
  partnering with co-workers and partnering with
  managers.
• PARNERING WITH DIRECT REPORTS
• One of the greatest challenges of leaders of the
  future will be breaking down boundaries of
  hierarchy
• The effective leader will be able to share
  people, capital and ideas across the
  organization.
• The success depends upon stronger partnership
  with co-workers
• Biggest challenge will be patterning with
  co-workers than partnering with direct reports

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PARTNERING

• PARTNERING WITH MANAGERS
• The relation between managers and direct reports
  will have to change in both directions
• Not only managers need to change, direct reports
  will need to change.
• Many future leaders have to operate like an MD of
  a consulting firm than the operator of an
  independent small business
• PARTNERSHIP OUTSIDE THE ORGANIZATION
• Partnering with customers
• This is needed for creating economies of scale
• The basic objective should be to create long term
  customer relationship than short term so that
  partnering becomes more effective and profitable
• This implies that suppliers need to develop a
  much deeper understanding of the customers total
  business

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Thank You !