Dynamics of Team Working

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Dynamics of Team Working

• Angela C Benzies
• Sandra Cairncross
• School of Engineering

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Introduction

• On average managers spend 50 of their time in a
  group, and senior managers can spend 80.
• Fashion or necessity?
• Helpful, or an unwelcome constraint?
• The place of groups in the Pg programme
• Models for effective group working

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Definitions

• Group
• Number of persons or things near together, or
  placed or classified together
• any number of people who
• interact with one another
• are psychologically aware of one another
• perceive themselves to be a group
• Team
• a group in which the individuals have a common
  aim and in which the jobs and skills of each
  member fit in with the others

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Purpose of Groups and Teams in Business
Environments

• Distribution of work
• Management and control of work
• Problem-solving and decision-making
• Information processing
• Information and idea collection

• Testing and ratifying decisions
• Co-ordination and liaison
• Increased commitment and involvement
• Negotiation or conflict resolution
• Inquest or inquiry

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Individuals View

• Satisfaction of social or affiliation needs
• Establishment of self-concept
• Means of getting help and support
• Means of sharing and helping

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Managers/Leaders View

• Part of three circles diagram (Adair)

Achieving the task
Developing the individual
Building the team
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Group/Team Effectiveness

• Group characteristics
• Task
• Environment
• Leadership style
• Processes and procedures
• Motivation
• Productivity
• Member satisfaction

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Stages of Team Development

• Consider four stages
• Forming
• Storming
• Norming
• Performing

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Stages of Team Development

• FORMING
• Symptom dependent
• Behaviourpolite,impersonal,watchful,
• guarded, uncertain
• Potential Blockage excessive dominance

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Stages of Team Development

• STORMING
• Symptom conflict
• Behaviourcontrolling conflicts, confronting
  people, opting out, feeling stuck, feeling
  unheard, difficulties
• Potential Blockage unresolved conflict

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Stages of Team Development

• NORMING
• Symptom cohesion
• Behaviourdeveloping skills,establishing
  procedures, giving feedback, confronting issues,
  growing competence
• Potential Blockage low management skills, apathy

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Stages of Team Development

• PERFORMING
• Symptom maturity
• Behaviourresourceful,flexible,open,
  effective,supportive
• Potential Blockage over confidence,insularity

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Aspects of Group Working

• 1 Atmosphere
• 2 Discussion
• 3 Group objectives
• 4 Communications
• 5 Handling of conflict
• 6 Decision making

• 7 Criticism
• 8 Expression of personal feelings
• 9 Task assignment
• 10 Leadership
• 11 Group sensitivity

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1 Atmosphere

• Informal
• Relaxed
• All group members involved and interested

• Formal
• Tense
• Undercurrents of antagonism
• Boredom
• Indifference

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2 Discussion

• Often irrelevant
• Dominated by a few people

• Much relevant discussion
• Virtually everyone contributing

3 Group Objectives

• Objectives not clearly defined
• Not universally known and accepted

• Group aims and objectives set by group
• Understood and accepted by group

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4 Communication

• Everyone prepared to listen to one another and
  consider their points
• Members not afraid to put forward their own views
  and ideas

• Members do not give each other a fair hearing
• Speeches often irrelevant and made for effect
• Some group members hesitant to express their
  views for fear of ridicule or condemnation

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5 Handling of Conflict

• Disagreements are not suppressed, and attempts
  made to resolve them.
• Dissenters are not dominated nor is there any
  tyranny of the minority.

• Difficulties either suppressed or may result in
  open conflict.
• Groups may contain domineering or aggressive
  sub-groups
• Sometimes decisions only agreed to keep the
  peace.

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6 Decision-making

• Decisions reached by consensus.
• Individuals not afraid to disagree and views are
  given fair consideration.
• Discussion rather than voting used for
  decision-making.

• Absence of systematic discussion and
  consideration of everyones views.
• Overall agreement often not reached.
• Lack of genuine consensus may cause resentment.

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7 Criticism

• Recognized as being beneficial.
• Welcomed
• Group participates in constructive criticism.
• Group, especially leader, may be defensive

• Criticism is destructive rather than
  constructive.
• Criticism may be based on personalities rather
  than being objective.

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8 Personal feelings

• Personal feelings often kept hidden under the
  surface.

• Members are free to express their attitudes
  towards the problem under discussion.

9 Task Assignment

• Everyone knows about decisions and actions.
• Assignments are clear and appropriate.

• Decisions and actions not clearly defined.
• Jobs not always wisely or clearly allocated.

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10 Leadership

• Chairman does not dominate and members are not
  subservient
• Leadership may rotate

• Leadership jealously guarded by chairman,
  regardless of his/her capabilities

11 Group Sensitivity

• Group critically assesses its own performance

• Group not prepared to acknowledge its own
  deficiencies, especially within meetings.

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BelbinsTeam Roles

• Chairman
• Shaper
• Plant
• Monitor-Evaluator

• Resource-Investigator
• Company Worker
• Team Worker
• Finisher

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Groups in Pg Programme Environment

• Preparation for the work environment
• Participation in realistic projects
• complexity
• importance
• group dynamics
• Part of PgD assessment

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References

• Handy, C Understanding Organizations Penguin
  Books, London, 1993 (4th ed.)
• Adair, J Effective Teambuilding Pan Books,
  Reading, 1986
• Freeman-Bell, G and Balkwill, J Management in
  Engineering Prentice-Hall, London, 1996 (2nd ed.)
• Cole, G Management Theory and Practice DP
  Publications, London, (4th ed.)

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