sample notes
Group dynamics, teams & leadership Teamwork is important because: • More productive (synergy) • Improve team member's quality of working life • Improve organisation's problem solving capacity • Is more "natural" form of organisation How traditional manger's role change from boss to coach • No longer "top-‐down" • Shared managerial role within a team • Team leads itself -‐ greater autonomy • To get things working, employees would take charge, not just let the manager thinks o Freedom o You are your own boss How teamwork improve organisation performance • Create better problem solving capacity • Have greater diversity • More efficient because people don’t need to just wait for the manager Group dynamics & teamwork • Group: more than 2 people acting interdependently to achieve a common objective • The strength of the group depends on the nature of the common objective • If it's a crucial objective, then members are bounded more closely • Group can be formal or informal • Formal groups: form intentionally to achieve an objective by the organisation • Informal group: emerge spontaneously and reflect the common interests of their members, but may not be in alignment with the organisation • Through social interaction with others we acquire beliefs, attitudes…where we came from determine what we bring to the group and also affect our identity • Small group: we exert influence to others (e.g. bribery, shaming, demonstration) • Group satisfy important need (social affiliation, common purpose…) How group membership influence behaviour • Conduct: self control + control others • Value: perusing behaviour consistent with the value • Identity: who we are • Influence: we think it's important to other people and trying to persuade other • All together = discipline: governing our behaviour and others' behaviour
Teamwork • Task: activities where the team focuses its effort on the job at hand • Maintenance: activities where the team is working on its own internal processes • Teams are dynamic social settings, they form & disband, membership change Tuckman's five stage model:
1. Forming: Members know each other and establish ground rule 2. Storming: members resist control by group leaders and show hostility 3. Norming: have a common view and develop close relationship and feeling of camaraderie 4. Performing: members work towards getting their jobs done 5. Adjourning: group disband, either after finish their goals or members leave
Groupthink -‐ disadvantage of teamwork • Feeling of invulnerability create excess optimism and encourage risk taking • Discounting warnings that might challenge assumptions • Unquestioned belief that the team is on the right track => ignore consequences of actions • Stereotyped views of outsiders (enemy) • Pressure to conform to team • Shutting down of ideas that deviate from the apparent team consensus • An illusion of unanimity with regard to going alone with the team • Mindguards -‐ self-‐appointed member who shield the team from dissenting opinion • If a team becomes socially isolated, it can lose its moral compass Social loafing vs. Free-‐riding
Social loafing Free-‐riding • Not conscious (not self-‐interested) • Conscious • We just think everyone else is • Taking advantage of teammate to pulling reduce your effort without paying • Can demotivating the rest of team penalty • Occurs when it is difficult to measure an individual's marginal contribution to team's productivity • No incentive for individual to maximise their effort because the increased contribution will not be rewarded • Can lead every member not work at full capacity Leadership in teams • Leadership quality is shared throughout the team • Different team need different kinds of leadership in different time Distributed leadership • Envision: create strong vision of the purpose of the team • Organising: provide structure, detail that other people can follow • Spanning: networking, managing relationship within the team and the relationship between the team and the outside world • Social: negotiation, conflict resolution, confronting anti-‐social behaviour
Teamwork • Task: activities where the team focuses its effort on the job at hand • Maintenance: activities where the team is working on its own internal processes • Teams are dynamic social settings, they form & disband, membership change Tuckman's five stage model:
1. Forming: Members know each other and establish ground rule 2. Storming: members resist control by group leaders and show hostility 3. Norming: have a common view and develop close relationship and feeling of camaraderie 4. Performing: members work towards getting their jobs done 5. Adjourning: group disband, either after finish their goals or members leave
Groupthink -‐ disadvantage of teamwork • Feeling of invulnerability create excess optimism and encourage risk taking • Discounting warnings that might challenge assumptions • Unquestioned belief that the team is on the right track => ignore consequences of actions • Stereotyped views of outsiders (enemy) • Pressure to conform to team • Shutting down of ideas that deviate from the apparent team consensus • An illusion of unanimity with regard to going alone with the team • Mindguards -‐ self-‐appointed member who shield the team from dissenting opinion • If a team becomes socially isolated, it can lose its moral compass Social loafing vs. Free-‐riding
Social loafing Free-‐riding • Not conscious (not self-‐interested) • Conscious • We just think everyone else is • Taking advantage of teammate to pulling reduce your effort without paying • Can demotivating the rest of team penalty • Occurs when it is difficult to measure an individual's marginal contribution to team's productivity • No incentive for individual to maximise their effort because the increased contribution will not be rewarded • Can lead every member not work at full capacity Leadership in teams • Leadership quality is shared throughout the team • Different team need different kinds of leadership in different time Distributed leadership • Envision: create strong vision of the purpose of the team • Organising: provide structure, detail that other people can follow • Spanning: networking, managing relationship within the team and the relationship between the team and the outside world • Social: negotiation, conflict resolution, confronting anti-‐social behaviour
