* These are abbreviated notes for use in connection with a presentation on team building, rather than full text. One of these days, I'll take time to write out a more complete version.
o Team building (or team development ...both terms are used) is a central,
"bread-and-butter" area of intervention in organization development (OD)
o Widely used, many forms and variations, often in conjunction with other interventions
o For a group to function effectively as a team requires:
o A generally accepted goal of team-building is to improve the problem-solving ability among team members by working through certain task and interpersonal issues that impede a team's functioning. The final aim of team-building is a more cohesive, mutually supportive and trusting group that will have high expectations for task accomplishment and will also respect individual differences in values, personalities, skills, and idiosyncratic behavior. (A. J. Reilly & J.E. Jones, "Team-building," in The 1974 Handbook for Group Facilitators, U. Associates, La Jolla, 1974, p.227).
o Some sub-goals (not all apply in each case) are:
* Although these steps are fairly typical, there are many variations to fit the situation, needs, objectives, and individuals involved
Although improving group cohesiveness is often one goal of team building, cohesiveness has both positive and potentially negative aspects. Note Janis' eight characteristics of "group-think" (defined in analyzing the disastrous Bay of Pigs decision in the spring of 1962 ...a project put in place by Eisenhower, inherited by JFK) ...note contrast with the effective group decision making in the Cuban Missile Crisis in Oct. 1962, by essentially the same group.
o Role analysis is designed to clarify roles and expectations, especially between boss and
subordinates ...is based on the premise that consensual agreement about group members' roles
will
lead to a more productive and satisfied team
o Role analysis and clarification often use responsibility matrices to clarify who has primary
responsibility and who else has an involvement in a decision or action area. There are many
forms, but all are basically a two-way table in which the main players or actors are listed one way
and the major decisions/responsibilities/actions are listed in the other dimension. Entries are
made
in each cell for each of the actors involved in a particular decision/etc. with a code such as:
Another version is, for decisions:
o Typically the work group will work to identify the two lists, then individually fill out the responsibilities (as each individual sees them) for the entire table.. Then the data are summarized, analyzed, and used as a basis for clarification and negotiations. This normally leads to written agreements of understanding among team members
o Some symptoms that might indicate an appropriate use of team-building are:
o The people involved, especially the boss or senior authority figure - are crucial
to the success
o The "boss" is interested and willing to make significant changes, personally and in the team
o Also, other individuals in the group must want to be involved ...and feel sufficiently informed,
consulted, and OK with the plan so that they can "buy in" and participate without coercion or
sabotage
o Timing is important ...often helps to have some outside event or internal crisis that has helped
with the "unfreezing" ...yet things should not be too chaotic with excessive anxiety or extreme
time pressures
o Team-building should not be used as a substitute for management action - allowing managers
to avoid an uncomfortable decision or problem
o The consultant working with the group needs to deal with the group where it is (not where he
thinks it should be) - including their goals (not the consultant's goals or values)
o Avoid big surprises - especially for the boss
o See separate module
plus lecture
o Is both a useful way of viewing organizational behavior and communications, and provides a
potent design for team building
o Deals directly with interpersonal issues ...and is a useful foundation for other team-building
work - goal-setting, roles, and processes
Last modified July 12, 2006 | Copyright 1990-2006 Rex Mitchell |