Organizational%20Behavior%20

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Organizational Behavior Choosing your Team

• Vicky Parker, Ed.M.,D.B.A.
• Associate Professor
• Health Policy Management

• Mark Prashker, MD, MPH
• Associate Dean
• School of Public Health

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Agenda

• What are organizations?
• Levels of organizational analysis
• A brief organizational experience
• Teams/a brief team simulation
• Implications for action

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What is an organization?

• Group of people
• Intentionally together
• To achieve a goal (or goals)

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Difficulties

• How do we organize to optimize communication and
  efficiency?
• Can we agree on goals? Methods?
• What do we need from other organizations?

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Simulation set-up

• Locations
• Groups
• Each group will get the rules the rules must be
  followed
• Communication between groups is only in writing,
  via the courier (me)
• You must give the courier the physical location
  of the group you are writing to
• When time is called, return to large group

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Simulation debrief

• What was the purpose of the activity?
• What did you notice about your group?
• Your communication with other groups?
• The organizations ability to succeed?
• Other observations?

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Navigating an Organization in the Real World

• What got you here wont get you there
• Intelligence and skill dont differentiate why
  some people do well in organizations and others
  plateau
• Ability?
• Experience?
• Training?
• Noits your Behavior

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7 Bad Habits of Highly Successful People

• Being the smartest person in the room
• Tinkering with already good ideas
• Passing judgment
• Withholding information
• Failing to give proper recognition/Claiming
  credit you dont deserve
• Playing favorites
• Not listening

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Focus on teams

• Teams are widely used when
• No single person has all necessary expertise
• Acceptance of and commitment to outcome are
  essential
• The task crosses the boundaries of existing
  organizational units

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What are effective team behaviors in reaching a
group decision?
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Cascade survival

• Have you done this before?
• Step one develop your individual rankings,
  using pen to mark them
• Use 1 to indicate which item on the list is most
  important to surviving this situation
• Use 2 to indicate the second most important,
  etc.
• This part is based solely on your own opinions

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Team discussion/deliberation

• use consensus to arrive at a team ranking
• do not use voting or averaging discuss until you
  reach agreement
• do not go back and change your individual rankings

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Team process

• how did your team work?
• did your team use the effective behaviors that
  the group brainstormed?

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Expert ratings

• (Developed by survival experts based on real
  experiences)

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Group scoring and discussion

• lower team score, less waste of collective
  knowledge
• average individual score a measure of the teams
  knowledge base
• focus on difference between individual and team
  scores, NOT on comparison with other teams scores

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Organizing groups and teams

• multiple options for structure
• roles relationships fundamental variables
• what is a team?
• small with complementary skills
• common purpose/approach
• goals with accountability
• structure needs to relate to task demands

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Real World Dysfunctions

• Lack of trust
• Fear of confrontation/conflict
• Absence of commitment
• Absence of accountability
• Failure to focus on goals

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Lack of Trust

• Lack of trust prevents open, honest communication
• Unwilling to take responsibility for fear of
  making mistakes
• Trust is
• Willingness to admit weakness and mistakes
• Give the benefit of the doubt before arriving at
  a conclusion

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Confrontation/Conflict

• Lack of trust leads to reluctance to confront
• Decisions get muted
• Ideas dont get worked through
• Progress stalls
• Conflict can be healthy and is often necessary to
  help solve a problem

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Absence of Commitment

• Lack of commitment is contagious
• Team members go through the motions
• Dont seize opportunitiesmiss opportunities
• Progress stalls
• Clarity and buy in are two functions that should
  happen every time

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Lack of Accountability

• If you dont trust, wont discuss honestly, and
  arent committed, then
• No accountability
• Effort lacks focus
• Everything falls apart
• Peer Pressurewillingness to call their peers on
  performance or behavior that might hurt the team

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Failure to focus on Team Goals

• Dysfunctional teams pursue all agendas but the
  teams agenda
• Insidious undermining
• It is not the individual, the department, but
  rather the team

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Wageman key points

• Team design more influential than coaching
• Leader role evolves as team does
• Critical design elements
• direction
• real team task
• team rewards
• resources
• authority over work
• team performance goals
• team norms about strategic thinking

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Next steps

• Observe managers who lead or facilitate teams
  that perform well
• Observe your own managerial practice learn from
  mistakes
• Seek use feedback