What Is An Effective Team

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What Is An Effective Team?

• All members
• understand group roles and expectations.
• have developed a good working relationship.
• are loyal to each other.
• have a high degree of trust and confidence in one
  another.
• are committed to solving problems rather than
  being right.
• Sacrifice self-interest for the achievement of
  team goals
• Challenge other members to perform as they have
  agreed
• Measure success in terms of team goals
• The leader is accountable to the team for
  carrying out the leadership

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The Five Dysfunctions of a Team
Invulnerability
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The Five Dysfunctions of a Team
Artificial Harmony
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The Five Dysfunctions of a Team
Ambiguity
Artificial Harmony
Invulnerability
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The Five Dysfunctions of a Team
Ambiguity
Low Standards
Artificial Harmony
Invulnerability
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The Five Dysfunctions of a Team
Ambiguity
Status and Ego
Low Standards
Invulnerability
Artificial Harmony
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Absence of Trust

• Members
• Conceal weaknesses and mistakes
• Hesitate to seek help or give constructive
  feedback
• Hesitate to offer help outside their area of
  responsibility
• Jump to conclusions about the intentions and
  aptitudes of others
• Fail to recognize and tap into one anothers
  skills
• Hold grudges
• Manage behavior for effect
• Dread meetings and try to avoid them

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Fear of Conflict

• Members
• Boring meetings
• Create environments where back-channel politics
  and personal attacks thrive
• Ignore controversial topics that are critical to
  team success
• Fail to tap into the opinions and perspectives of
  others
• Posture and reduce personal risk taking

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Lack of Commitment

• Creates ambiguity about direction and priorities
• Misses windows of opportunity due to excessive
  analysis
• Breeds lack of confidence and fear of failure
• Revisits discussions and decisions
• Encourages second guessing

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Avoidance of Accountability

• Creates resentment among team members who perform
  at different levels
• Encourages mediocrity
• Misses deadlines and key deliverables
• Places undue burden on team leader as sole source
  of discipline

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Inattention to Results

• Teams
• Stagnate fail to grow
• Rarely defeat competitors
• Lose achievement oriented employees
• Encourage members to focus on personal goals
• Is easily distracted

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Power and Politics

• Power The ability of one person or group to
  cause another person or group to do something
  that they otherwise might not have done.
• Organizational Politics Activities in which
  managers engage to increase their power and to
  pursue goals that favor their individual and
  group interests.

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The Dark Side of Power and Politics

• Power and politics often have negative
  connotations because people associate them with
  attempts to use organizational resources for
  personal advantage and to achieve personal goals
  at the expense of other goals.

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The Bright Side

• Managers can use power to control people and
  other resources so that they cooperate and help
  to achieve an organizations current goals.
• Managers can use power to engage in politics and
  influence the decision-making process to help
  promote new, more appropriate organizational
  goals.

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Sources of Individual Power

• Formal individual power is the power that stems
  from a persons position in an organizations
  hierarchy.
• Informal individual power is the power that stems
  from personal characteristics.

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Sources of Formal Power

• Legitimate The power to control and use
  organizational resources to accomplish
  organizational goals.
• Reward The power to give pay raises, promotion,
  praise, interesting projects, and other rewards
  to subordinates.
• Coercive The power to give or withhold
  punishment, such as suspension, termination, or
  even the withholding of praise and goodwill.
• Information The power that stems from access to
  and control over information.

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Sources of Informal Power

• Expert Informal power that stems from superior
  ability or expertise.
• Referent Informal power that stems from being
  liked, admired, and respected.
• Charismatic An intense form of referent power
  that stems from an individuals personality or
  physical or other abilities, which induce others
  to believe in and follow that person.

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Organizational Conflict

• The struggle that arises when the goal-directed
  behavior of one person or group blocks the
  goal-directed behavior of another person or group.

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Insert Figure 18.4 here
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Sources of Organizational Conflict

• Differentiation
• Differences in functional orientation
• Status inconsistencies
• Task relationships
• Overlapping authority
• Task interdependence
• Incompatible evaluation systems
• Scarcity of resources

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Insert Figure 18.6 here
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Conflict Management Techniques
Individual-level techniques Bringing in outside
help to give advice and counsel Providing
education and sensitivity training Moving people
around
Group-level techniques Physically separating work
groups Revising rules and standard operating
procedures Providing common goals Employing
negotiation
Organizational-level techniques Modifying
differentiation and integration Employing
integrating mechanisms Creating a common vision
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STRESS!!!!!
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Causes between 60 and 80 percent of industrial
accidents
Reduces national economy by 500 billion
STRESS!!!!!
Workplace stress is caused primarily by
management
Leaves almost half of all adults with health
problems
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Potential Stressors
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Personal Stressors
Job-Related Stressors
Anticipatory Stressors
Situational Stressors
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Potential Stressors
8
Home Purchase or Renovation
Marriage, Divorce, and Death
Personal Stressors
Vacations
Moving to New Home
Serious Illness
TRAFFIC!!
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Potential Stressors
8
Role Conflict
Role Ambiguity
Job-Related Stressors
Reorganizations
Promotions
Overload
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Potential Stressors
8
Rapid Change
Working Conditions
Situational And Anticipatory Stressors
People I Don't Like
Negative Expectations
Fear!
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Sleep Disturbance
Ulcers
Physiological Consequences
Headaches
Heart Disease
STRESS!!!!!
Poor/Erratic Performance
Depression
Substance Abuse
Attitudes
Psychological Consequences
Behavioral Consequences
Turnover
Moods
Burnout
Absenteeism
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Stress Defense Mechanisms
Regression use behavior that was successful at
an earlier time
Repression deny that stress exists
Aggression attack stressor directly
Withdrawal leave stressful situation
Fixation persist in response regardless of
effectiveness
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Stress Success Strategies
Eliminate Stressors
Develop Resiliency
Short Term Coping
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Managing Stress
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Eliminating Stressors at Work
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Managing Time Effectively

• Spend time on important, not urgent, matters
• Identify what you feel is important vs. what you
  feel is urgent
• Focus on results, not methods
• Dont feel guilty for saying no

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Personal Principles for Time Use

• Ask yourself
• What do I stand for?
• What do I care passionately about?
• What do I want to be remembered for?
• What do I want to have accomplished 20 years from
  now?
• What principles do I want everyone in the world
  to follow?

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Activities That Determine Time Use
URGENCY
HIGH LOW
1 Crises Customer Complaints
3 Developmental Opportunities Innovating Planni
ng
HIGH LOW
IMPORTANCE
2 Mail Ringing Telephone Unscheduled
Interruptions
4 Escapes Routines Arguments
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Managing Time Efficiently 20 Rules for Everyone

• Read selectively
• Make a list of things to accomplish
• Have a place for everything
• Prioritize your tasks
• Do several trivial things simultaneously
• List five 10-minute tasks
• Divide up large projects
• Determine critical 20 percent of tasks
• Save best time for important matters
• Limit others access to you

• Dont procrastinate
• Keep track of time
• Set deadlines
• Do something productive while waiting
• Do busy work at one set time
• Reach closure on one thing per day
• Schedule some personal time
• Dont worry on continuing basis
• Write down long-term goals
• Be alert for ways to improve your time management

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Managing Time Efficiently 20 Rules for Managers

• Hold routine meetings at end of day
• Hold short meetings standing up
• Set a time limit
• Cancel meetings sometimes
• Have agendas, stick to them, and keep track of
  time
• Start meetings on time
• Prepare meeting minutes and follow up
• Insist that subordinates suggest solutions to
  problems

• Meet visitors in doorway
• Go to subordinates offices
• Dont overschedule your day
• Have someone else answer phone and e-mail
• Have a place to work uninterrupted
• Do something with each piece of paper
• Keep workplace clean
• Delegate work, identify amount of initiative
  granted, and give others credit for their success

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Collaboration

• Maintain an emotional bank account
• Make deposits by treating people with kindness,
  courtesy, honesty and consistency
• Minimize withdrawals made by not keeping
  promises, not listening, not clarifying
  expectations, or not allowing choice

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Emotional Intelligence

• Emotionally intelligent people can
• recognize their own emotions
• manage their own emotions
• regulate emotionally influenced behavior (delay
  gratification)
• empathize with the emotions of others
• manage the emotions of others

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Work Redesign

• Lack of freedom is most important contributor to
  stress
• Use job redesign model to reduce stress
• combine tasks
• form identifiable work units
• establish customer relationships
• increase decision-making authority
• open feedback channels

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Small Wins Strategy

• Identify something under your control
• Change it in a way that leads toward desired goal
• Find another small thing to change and change it
• Keep track of changes made
• Maintain the small gains made through change

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Developing Resiliency

• Some stressors will not go away
• Resiliency increases capacity to withstand
  negative effects of stress

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The Effect of Resiliency

• Assumption Events trigger stress, but people
  respond to stress differently
• Resiliency factors moderate stress

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Resiliency Builders
Spiritual Prayer, Meditation, Worship,
Reflection, Reading
Physical cardiovascular health, dietary control,
rest
Psychological emotionality, self-esteem,
hardiness
Social close emotional ties, common experiences,
supportive interactions, mentors, teams
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Resiliency Busters
Lack of Exercise, Too Much lounging
Overeating, Fatty Foods, High Carbohydrate,
Unbalanced Diet
Overwork, Poor Time Management
Alcohol, Tobacco, Caffeine
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Balance Life Activities
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Increase Cardiovascular Health

• MOVE! Exercise
• Lowers blood pressure
• Increases heart efficiency
• Lowers triglyceride levels
• Lowers cholesterol
• Increases energy
• Reduces anxiety and depression

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Take Control of Your Diet

• Eat a variety of foods
• Maintain optimal weight
• Reduce fat intake
• Eat more whole foods
• Reduce sugar intake
• Reduce sodium intake
• Avoid alcohol and caffeine

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Improve Hardiness

• Take control of your life
• Do something that you can be committed to and
  involved in
• Feel challenged by change, not paralyzed

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Type A Personality Syndrome

• Type A people
• have a chronic, combative struggle with the
  social and physical environment
• are aggressive, hostile, impatient
• are subject to time demands, self-imposed
  pressure
• eat fast, walk fast, talk fast!

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To Moderate Type A Behavior

• Focus on small wins
• Use deep-relaxation strategies
• Meditation and prayer
• yoga
• self-hypnosis
• Biofeedback

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Increase Social Resiliency

• Maintain friendships and family relations
• Find and use a mentor
• must be two-way relationship
• Work in teams
• involve others in defining challenges
• encourage participation
• share resources broadly
• focus on team, rather than individual, rewards

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Temporary Stress Reduction

• Muscle relaxation
• Deep breathing
• Visualization - Imagery and fantasy
• Rehearsal
• Reframing

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Managing Your Own Stress

• Enactive, proactive and reactive strategies
• Recognize and observe your own stress reactions
  (e.g., irritability, muscle tightness, fatigue,
  sleep disorder, distractibility, confusion, etc.
• Learn to surf...reframe perceptions

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Managing Your Own Stress

• Build time management skills
• Regularly revisit goals and priorities, beware of
  reactivity
• Learn to delegate. Trust and share your work
  with others
• Communicate and participate with colleagues and
  employees
• Find reason and time to laugh

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Managing Others Stress...

• attend to your own stress
• mentor and monitor time management set goals
  with time lines, check in regularly
• redesign work task demand, control, intellectual
  challenge, clarified responsibilities
• set boundaries and expectations create a healthy
  organizational culture