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DEVELOPING HIGH
-PERFORMANCE TEAMS
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High Performance (HP)
Teams A group of people who share a common
, ,vision goals metrics,and who collaborate challenge and hold
each other accountable to achieve outstanding
.results
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High Performance Team
Concepts• Team Charter• Team Norms
• Sense of urgency• Community of interest• Resources• -Self directed Teams• Empowered Teams•
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TEAM CHARTER
A team charter is a written
document that defines the team's,mission scope of
,operation,objectives time
,frame and.consequences
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TEAM NORMS• Norms are the rules that the
team agrees to follow as itconducts its work.
• Norms may be written ormay evolve as unwritten
understandings overtime. .
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Sense of urgency• High Performance Teams need to
work under a deadline forachieving objectives.
• Deadlines create a energy buildingsense of team commitmenttoward getting results. In short,they drive the team to perform.
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Community of
interest• When a team iscommissioned it is oftenmade up of a group of
representatives fromdifferent parts of theorganization. Each person
may be a subject matterexpert who understandsthe processes and activitieswithin a department or adifferent part of a cross-
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EMPOWERED TEAMS
• A team is empowered byvirtue of that power that isgranted to it bymanagement. A team
charter is a very useful toolfor helping a team andmanagement understand
just exactly what the team
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HP TEAM
RESOURCESResources are :
• Time
• Talents• Money
• Information
• Materials•
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CHARACTERISTICS OF HP
TEAMS• Have a clear and vision of where they
are headed and what they want toaccomplish
• Act from clearly defined priorities
• Have clear measures of success andreceive feedback about how they’redoing
•
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CHARACTERISTICS OF HP
TEAMS• Maintain open communication and
positive relationships with eachother
• Identify and solve problems
• Make decisions when and where theyoccur
• Successfully manage conflict
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TEAM LEARNING
High Performance Team has a lot tolearn:
• how to work together
• how to make team decisions
• how to develop and enforcenorms, as well as thecapabilities, talents, and skills
of each fellow team member
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Diversity of
Perspective§ Some team members will be needed who are primarily oriented towards task and
target dateaccomplishment.
§ Other team members will be
needed ,who hold process,planning organization and methods in the
highest regard.
•
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Diversity of
Perspective§Teams also need members whonurture, encourage andprovide communication nodes.Otherwise, anarchy andintense frustration can resultas individuals demand that"their way" is "the only way."
§Teams will certainly need somemembers who are creative andinnovative.
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Diversity of
Perspective§ The last type of teammember needed by aHigh Performance
Team is a floater-someone who iscapable of identifying
with all of the aboveorientations and can fillin when one of theviewpoints is missing.
S lf Di t d T
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Self-Directed Teams
Defined
Formal groups that complete an entirepiece of work requiring severalinterdependent tasks and have substantialautonomy over the execution of these
tasks.
S lf Di t d W k T
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Self-Directed Work Team
Attributes
Self-DirectedSelf-DirectedWork TeamsWork Teams
Completes anCompletes anentire piece of entire piece of
workwork
Team assignsTeam assigns
tasks totasks tomembersmembers
Controls workControls workinput, flow, andinput, flow, and
outputoutput
Responsible for Responsible for correctingcorrectingproblemsproblems
Receives team-Receives team-
level feedbacklevel feedbackand rewardsand rewards
l
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Virtual Teams
Defined• Teams whose members
operate across space, time,
and organizationalboundaries and are linked
through information
technologies to achieveorganizational tasks.
•
Wh V l
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Why Virtual
Teams?
Increasingly possible becauseof
– Information technologies
– Knowledge-based work –
Increasingly necessary
because of – Knowledge management
– Globalization
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High-Performance Virtual
TeamsVirtual teams perform better with:Virtual teams perform better with:
TeamTeam
EnvironmentEnvironment
•Creative combination of communication channels
Team TasksTeam Tasks•Structured tasks•Moderate interdependence
Team SizeTeam Size•Smaller size than traditional
team performing similar tasks
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High-Performance Virtual
TeamsTeamTeam
CompositionComposition
•Good communication and cross-cultural skills in team members
TeamTeamProcessesProcesses
•Some face-to-face meetings toassist team development
Team TrustTeam Trust•Important in all teams, but
especially virtual teams
Virtual teams perform better withVirtual teams perform better with
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TRUST, RESPECT and
SUPPORT • Team members need to be
coached in the need to trustand support each other.
• Support involves activelykeeping an eye on the otherteam members anddemonstrating a willingness
to help each other out whenhelp is needed--even when itmight not be requested.
T D i i M i
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Team Decision Ma ingConstraints
• Time constraints – Time to organize/coordinate
– Production blocking• Evaluation apprehension
– Belief that other team members aresilently evaluating you
• Conformity to peer pressure – Suppressing opinions that oppose
team norms
•
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Team Constraints: Group
Polarization• Tendency for teams to make
more extreme decisionsthan individuals alone
• Riskier options usually takenbecause of prospect theoryeffect fallacy -- dislike
losing more than they likewinning
•
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Group Polarization Process
Individual opinionsbefore meeting
Low risk
High risk
Social supportSocial supportPersuasivePersuasiveargumentsarguments
ShiftingShiftingresponsibilityresponsibility
Team discussionprocesses
Individual opinionsafter meeting
Low risk
High risk
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General Guidelines for Team
Decisions
• Team norms should encouragecritical thinking
• Sufficient team diversity
• Ensure neither leader nor anymember dominates
• Maintain optimal team size
• Introduce effective team structures
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Constructive Conflict
Occurs when team members debate their
different perceptions about an issue in a way
that keeps the conflict focused on the task
rather than people.
Problem: constructive conflict easily slides into
R l f
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Rules of
Brainstorming
• 1. Speak freely2. Don’t criticize3. Provide as many ideas as
possible4. Build on others’ ideas
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Evaluating Brainstorming
Strengths
–Produces more innovative
ideas –Strengthens decision
acceptance and team
cohesiveness –Sharing positive emotions
encourages creativity
•
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Evaluating Brainstorming
Weaknesses
–Evaluation apprehensionexists in many groups
–Fewer ideas generated
than when people workalone
N i l G
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Nominal Group
Technique
DescribeDescribeproblemproblem
IndividualIndividualActivityActivity
Write downWrite downpossiblepossiblesolutionssolutions
TeamTeamActivityActivity
IndividualIndividualActivityActivity
PossiblePossiblesolutionssolutionsdescribeddescribedto othersto others
Vote onVote onsolutionssolutionspresentedpresented