This activity is in 2 parts: 1) Strategy statement 2) Tuckman's model. Please complete both parts.

Part 1

There are some 'hidden gems' in Readings 18 offering ideas on strategies for avoiding / managing conflict in teamwork.

1. Please decipher one point and reframe it into a 'Strategy Statement'. An example may be (page 192); Point 6: Communicate openly and positively.... Strategy Statement: a culture where all team members can participate and share ideas freely and safely, establish a Code of Conduct when the team is in its early stages. This Code can outline how the team / group wish to behave and treat one another. It can be re-visited as necessary to keep the team on track with functioning in a positive and constructive manner.

Part 2

1. Recall when you involved in a group that was experiencing a particular stage from Tuckman's model. It could be a social group, sports team, club, or work group. Summarise what was occurring that led you to believe it was that stage.

194 Ill / Understanding and Working in Teams 10/ Building Teams and Work Groups 195 problems can be overcome-and become dysfunctional." Intervening early, in a proactive way, can turn a team around or cause the organization to consider other, non- Summary team-based approaches to solving a problem. Workplaces in the United States and abroad have e How can you deal with team members who aren't performing? Following are Organizations that implemented work tea braced teaming. This is no accident. some tips. processes have witness hs as a way to improve products, services, and because of synergies-the notion that tea nefits. Some of these benefits accrue e more and better solutions than indi- viduals-gained from combining various skill sets, perspectives, abilities, and work styles Dealing with Problem Team Members on a single team. Not all teams produce pheno menal outcomes. By understanding the normal phases of group development and ways to gain and maintain group productivity Absentee member: A member can bec me distracted by a work or personal problem and motivation, you can help your teams reach their full potential. that prevents him or her from following through on commitments made to the team. In this case, the best strategy is to be direct immediately. Discuss the situation with the team member in a way in which the person does not feel he or she is being put on the defensive. Explain the problem and find out the team member's perception of the situation. Ask specifically if the team member still has the time necessary for the team. Key Terms and Concepts If not, part ways if possible. If this is not possible, determine a way for the team mem- mal meeting times and make the person Absentee member ber to make contributions outside Performing accountable for a specific segment of the wor mits relia nce on the team. Adjourning mmon for one or more persons on Process improvement Social loafer: As mentioned earlier, it is no Cross-functional teams a team to be able to "hide" the fact they're not buting. This typically happens Procrastinator when the team members' work ethics di ore team members "step up Forming Self-managed team to the plate" and take on additional respons bility to ensure the work gets done, effect Group Social loafing/loafer tively covering for the less productive team m standards will always vary Groupthink from person to person. A strategy for dealing with this is to raise the issue at the onset Storming of the project. Divide the responsibilities and ckpoints to ensure each mem- High-performance team Task force ber is contributing roughly equally. If a discrepancy appears, try to quantify it and re- Norming allocate the workload so all members are contrib ly equally. Team Procrastinator: We're all hum ingly human tendency is to "put off until tomorrow what we should be working on is particularly problematic for work teams. Teams are composed ividuals with different work schedules and work styles. Some people thrive on the pressure of imm lines while others Endnotes find waiting until the last minute to be overly stressful. In this situation it is best to do two things: (a) set up interim checkpoi ensure the work pro- 1. Quote by Tracey Edwards in "Teaming with Talent," by Jim White, Manage gresses at a reasonable pace, and (b) be real istic when work schedules are drawn up 1999, p. 56. ent Today, Sept. and deadlines determined. Prior to establishing deadlines, ask all team members to 2. Lillian Chaney and Julie Lyden, "Making U.S. Teams Work." Supervision, Jan. 2000, p. 6. check personal and work calendars to catch any problems before they occur. At each 3. Karl L. Smart and Carol Barnum, "Com meeting reclarify the commitments that might affect a person's inability to adhere to a tion to This Special Issue," Technical Co mication in Cross-Functional Teams: An Introduc- deadline set earlier. And build in some slack: set the final deadline for a few days before tion, Feb. 2000, p. 19. the actual deadline-just in case! 4. Kevin McManus, "Do You Have Teams?" ME Solutions, April 2000, p. 21. 5. Jim White, "Teaming with Talent," Mana gement Today, Sept. 1999, p. 56. Teams may not be a cure for all that ails an organization. But, teams can be very effect 1999. p. 38. 6. Harvey Mackay, "Get on the Team and Be a Winner," Providence Business News, August 16, tive if the team structure makes sense and members practice the suggestions outlined in 7. Chaney and Lyden, "Making U.S. Teams Work." the chapter. Other steps team members and their managers can take to improve the likeli- hood of team success are summarized in the chart below: 8. McManus, "Do You Have Teams?" 9. Ibid. Tips for Managing for Outstanding Results 10. Smart and Bamum, "Communication in Cross-Functional Teams." Care about the people you work with-understand them, know what's important to them, 11. Chaney and Lyden, "Making U.S. Teams Work." and be able to motivate them. 12. Mohsen Attaran and Tai T. Nguyen, "Su Management, July-August 1999. p. 24. ceding with Self-managed Work Teams," Industrial Don't worry about who gets the credit- "ever is best for the team" approach. 13. Larry Cole and Michael Scott Cole, "Teamwork is Spelled Incorrectly: Teamwork = Commu- I Respect individual differences dividuals and work to emphasize strengths and mini- nication," Communication World, April 2000, p. 56. mire weaknesses. Subordinate yourself to a higher purpose-keep the common goal in the forefront. 14. Attaran and Nguyen, "Succeeding with Self-managed Work Teams." Reprinted by permission Know yourself-be aware of your strengths and admit your weaknesses; surround yourself of the Institute of Industrial Engineers, 25 Technology Park, Norcross, GA 30092, 770-449-0461. Copyright O 1999. with people who can compensate for your weaknesses. Don't be afraid to follow-some of the best teams are those where the leader doesn't call all 15. Irving I. Janis, Groupthink, 2nd ed. (Boston, MA: Houghton-Mifflin, 1982) the shots. 16. Attaran and Nguyen, "Succeeding with Self-managed Work Teams." Source: Stephen Covey, "Team Up for a Superstar Office. " USA Weekend, Sept. 4-6, 1995, p. 10 17. David Rohlander, "Building High-Performance Teams," Credit Union Executive, March 2000, p. 36.Show previous page (Left Arrow) 192 Ill / Understanding and Working in Teams 10/ Building Teams and Work Groups 193 Accountability: High-performance team members understand for what (and to guidelines. For these guidelines to work, it is best that everyone participate in establish- what degree) they and others are held accountable. The team receives the message from ing and agreeing to uphold them. Put them in writing and have everyone sign them. the organization that performance matters-that it makes a difference whether goals Monitor what's going on with the team. Watch for reactions, nonverbal cues, level are achieved or not. Expectations are clarified, and members are held responsible as indi- of participation (or lack thereof ). and general changes in the group's dynamics. Develop riduals as well as members of the team." observational skills to help the team reach its full potential. A side benefit of doing this is Reward structures: High-performing teams are rewarded for team accomplishments that you increase your own interpersonal skills as you try to set a tone that is conducive to in addition to individual recognition. Organizations that support the team concept orga- all members enjoying and participating in the team experience." nize their recruiting, training, development, sales, business development, strategic plan- Practice giving (and receiving) effective feedback. Express support and acceptance ning, compensation, performance appraisal, and promotion strategies to support and by praising and seeking other members' ideas and conclusions. If you disagree with reward teamwork. "When these strategies don't match with or undermine team processes others' viewpoints, criticize ideas but not the people. Be specific about the ideas that or philosophies, the organization sends a mixed mes sage and members find ways to concern you and accept others' concerns about your ideas. "game" the system-often at the expense of their team. If an individual team member " Work with underperformers to keep them in the flow of the project and prevent who "saves the day" for the department is rewarded for individual behavior, it sends the them from becoming excluded from the group." If slackers are an issue in your team. message that collaboration is not as valued as individual contributions or heroics, even if talk with them immediately, preferably one on one. Find out if there is a personal prob- management's rhetoric suggests teams are truly valued. lem preventing the member from being more engaged. Offer to be supportive but don't carry the workload. Give that team member specific, manageable tasks and hold him or her accountable. If the underperformance continues, talk with your manager or instructor. The person may need to be removed from the group or reassigned to a Tips for Effective Teams different team. Energize the team when motivation is low by suggesting new ideas, through humor As a member of a team, it is important to be self-directed and work for the betterment of or use of enthusiasm. Encourage a time-out, if one is needed, or suggest a work or coffee your team. You and your team members will be working with minimal supervision, and it break. is everyone's responsibility to make the team work. As athletes have learned, if one team Be reliable and conscientious. Respect other members by honoring deadlines, com- member doesn't come through, the quality and performance of the entire team is affected. mitments, and project milestones."If you are having difficulty making a deadline, don't Teamwork requires full dedication and participation by all members of the team. wait until the last minute-discuss the problem immediately with a team member or with The following tips can help make your next team experience more positive and suc- the team. There might be a different way of approaching it. It's easier for a team to be flex- cessful. ble when there is adequate time to review the situation and come up with a different plan. Be focused. Cooperate with your team members in concentrating on the current When needed, give direction to the team's work by stating and restating the purpose issues they face. Cooperation builds trust and mutual respect. Be willing and dedicated to of assignments, setting or calling attention to time limits, and offering procedures on how working toward the common purpose. to complete the assignment most effectively. Handle conflict directly and be willing to compromise. Be willing to explore con- Be supportive of your team members. Always ask how you can help. It's a great way flict in a constructive, win-win fashion. Stand up for things that are important to you, but to remind everyone you're a team with collective objectives, not a group of individual don't insist on getting your way in every discussion. When working together, put person- contributors competing against each other. alities aside and confront issues that arise. Resolve conflicts and walk away from sessions with regard, respect, and esteem for yourself and your team members." Focus on both process and content. Pay attention to the process of becoming and Why Teams Fail working together as a team as well as the result or end goal expected from the team. Teamwork is more than producing a deliverable. It also entails the approach or process A note of caution: for teams and teamwork to succeed, there must be ample time in which used when people are working together." The ends don't necessarily justify the means if to complete an assignment. Also needed are adequate resources to achieve the stated team members despise and lack respect for team members heca use of the way decisions objectives and full management support of the team's effort. While the concept of team- and outcomes were rammed through when teams fail to use a consensus approach. At work is prevalent in both work and nonwork settings, not all situations warrant or are team meetings, review both the processes being used as well as the status of the project. conducive to teams. Teams may be faced with tight deadlines; merging of processes and Actively participate, and encourage others to do the same. At the beginning of a responsibilities; technological challenges: mismatched skills and abilities; unresolvable project, talk about roles and responsibilities. Also talk frankly about team members' personality clashes, styles, and behaviors; limited work or teaming experience; or power schedules and their availability to participate fully in the project. Set up checkpoints to struggles. In these situations, or in cases where there is no interdependence or need for ensure that all are contributing equally. collaboration, teamwork is going to be difficult if not impossible. These issues should be Keep sensitive issues private. At the beginning of a project, discuss the importance addressed early so that modifications can be made if necessary. of confidentiality. All teams engage in discussions that could be hurtful if made public. For example, if a team lacks the proper skill sets, additional members or training ses- Have a pact that private information and views shared will be just that-not relayed to sions can be added. If a power struggle is unfolding, a facilitator can be appointed, Inex- others outside the group. "What's said in the room, stays in the room." perienced team members can be assigned informal mentors or coaches. Sometimes, if it's - Communicate openly and positively. In order to have full team participation, and for in the best interests of an organization, a team can be disbanded altogether. Perhaps the he team to learn and develop, it is essential that team members do not embarrass, reject. mission wasn't clearly defined at t e outset of a project and the team members find they mock, or punish someone for speaking up and sharing ideas and perceptions. Foster a cli- are unable to devote the time necessary to do the job. Or perhaps management requested mate of psychological safety in order to motivate members to participate, admit errors, individuals to work on a team project but made no allowances for mandatory day-to-day and share ideas and beliefs openly and comfortably." tasks. In situations such as these, it's appropriate for the team to be reconfigured (or dis- Take time to establish operating guidelines and clarify expectations. Make sure banded) so that the original objective can be attained through either a different team or a everyone is present for initial discussions of roles, responsibilities, and operating different approach. Oftentimes, teams ignore early problems-perhaps believing such194 Ill / Understanding and Working in Teams 10/ Building Teams and Work Groups 195 problems can be overcome-and become dysfunctional." Intervening early, in a proactive way, can turn a team around or cause the organization to consider other, non- Summary team-based approaches to solving a problem. How can you deal with team members who aren't performing? Following are Workplaces in the United States and abroad have embraced teaming. This is no accident. some tips. Organizations that implemented work teams as a way to improve products, services, and processes have witnessed tremendous enefits. Some of these benefits accrue because of synergies-the notion that teams produce more and better solutions than indi- viduals-gained from combining various skill sets, perspectives, abilities, and work styles Dealing with Problem Team Members on a single team. Not all teams produce phenomenal outcomes. By understanding the normal phases of group development and ways to gain and maintain group productivity Absentee me er: A member can become distracted by a work or personal problem and motivation, you can help your teams reach their full potential. that prevents him or her from following through on commitments made to the team. In this case, the best strategy is to be direct immediately. Discuss the situation with the team member in a way in which the person does not feel he or she is being put on the defensive. Explain the problem and find out the team member's perception of the situation. Ask specifically if the team me per still has the time necessary for the team. Key Terms and Concepts If not, part ways if possible. If this is not able, determine a way for the team mem- ber to make contributions outside of the ing times and make the person Absentee member Performing accountable for a specific segme imits reliance on the team. Adjourning " Social loafer: As mentioned earlier, it ncommon for one or more persons on Process improvement team uting. This typically happens Cross-functional teams a team to be able to "hide" the fact they're Procrastinator when the team members' work ethic e or more team members "step up Forming Self-managed team to the plate" and take o y to ensure the work gets done, effec Group tively covering for the less productive team Work standards will always vary Social loafing/loafer from person to person. A strategy for deal Groupthink th this is to raise the issue at the onset Storming of the project. Divide the responsibilities and heckpoints to ensure each mem- High-performance team Task force ber is contributing roughly equally. If a discrepancy appears, try to quantify it and re- Norming allocate the workload so all members ar buting roughly equally. Team " Procrastinator: We're all human, and a seemingly human tendency is to "put off until tomorrow what we should be working on day." This is particularly problematic for work teams. Teams are composed of is with different work schedules and work styles. Some people thrive on the p ines while others Endnotes find waiting until the last minute to be o I. In this situation it is best to do two things: (a) set up interim checkpo ideadlines, to ensure the work pro- gresses at a reasonable pace, and (b) be realistic when work schedules are drawn up 1999, p. 56. 1. Quote by Tracey Edwards in "Teaming with Talent," by Jim White, Management Today, Sept. and deadlines determined. Prior to establishing deadlines, ask all team members to check personal and work calendars to catch any problems before they occur. At each 2. Lillian Chancy and Julie Lyden, "Making U.S. Teams Work," Supervision, Jan. 2000, p. 6. meeting reclarify the commitments that might affect a person's inability to adhere to a 3. Karl L. Smart and Carol Barnum, "Com deadline set earlier. And build in some slack set the final deadline for a few days before tion to This Special Issue," Technical Co hication in Cross-Functional Teams: An Introduc- ion, Feb. 2000, p. 19. the actual deadline-just in case! 4. Kevin McManus, "Do You Have Teams?" HE Solutions, April 2000, p. 21. 5. Jim White, "Teaming with Talent," Management Today, Sept. 1999, p. 56. Teams may not be a cure for all that ails an organization. But, teams can be very effect 1999. p. 38. 6. Harvey Mackay, "Get on the Team and Be a Winner," Providence Business News, August 16, tive if the team structure makes sense and members practice the suggestions outlined in the chapter. Other steps team members and their managers can take to improve the likeli- 7. Chaney and Lyden, "Making U.S. Teams Work." hood of team success are summarized in the chart below: 8. McManus, "Do You Have Teams?" 9. Thid. Tips for Managing for Outstanding Results 10. Smart and Barnum, "Communication in Cross-Functional Teams." Care about the people you work with- derstand them, know what's important to them, 11. Chaney and Lyden, "Making U.S. Teams Work." and be able to motivate them. 12. Mohsen Attaran and Tai T. Nguyen, "S " Don't worry about who gets the credit- rewards; use the "what- Management, July-August 1999 p. 24. ing with Self-managed Work Teams," Industrial over is best for the team" approach. " Respect individual differences-accept individuals and work to emphasize strengths and mini- 13. Larry Cole and Michael Scott Cole, "Teamwork is Spelled Incorrectly: Teamwork = Commy- nication," Communication World, April 2000, p. 56. mize weaknesses. Subordinate yourself to a higher purpose ommon goal in the forefront. 14. Altaran and Nguyen, "Succ ceeding with Self-managed Work Teams." Reprinted by permission I Know yourself-be aware of your strengths and admit your weaknesses; sur Copyright @ 1999. of the Institute of Industrial Engineers, 25 Technology Park, Norcross, GA 30092, 770-449-0461. with people who can compensate for your weaknesses. Don't be afraid to follow-some of the best are those where the leader doesn't call all 15. Irving I. Janis, Groupthink, 2nd ed. (Boston, MA: Houghton Mifflin, 1982) the shots. 16. Attaran and Nguyen, "Succeeding with Self-ma managed Work Teams." Source: Stephen Covey, "Team Up for a Superstar end, Sept. 4-6, 1998. p. 10 p. 36. 17. David Rohlander, "Building High-Performance Teams," Credit Union Executive, March 2000