Edited Ob Presentation

8/4/2019 Edited Ob Presentation

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DEVELOPING HIGH

-PERFORMANCE TEAMS



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



High Performance Team

Concepts• Team Charter• Team Norms

• Sense of urgency• Community of interest• Resources• -Self directed Teams• Empowered Teams•



TEAM CHARTER

A team charter is a written

document that defines the team's,mission scope of

,operation,objectives time

,frame and.consequences



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. .



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.



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-



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



HP TEAM

RESOURCESResources are :

• Time

• Talents• Money

• Information

• Materials•



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

•



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



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



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.

•



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.



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



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



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



Virtual Teams

Defined• Teams whose members

operate across space, time,

and organizationalboundaries and are linked

through information

technologies to achieveorganizational tasks.

•

Wh V l



Why Virtual

Teams?

Increasingly possible becauseof

– Information technologies

– Knowledge-based work –

Increasingly necessary

because of – Knowledge management

– Globalization



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



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



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



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

•



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

•



Group Polarization Process

Individual opinionsbefore meeting

Low risk

High risk

Social supportSocial supportPersuasivePersuasiveargumentsarguments

ShiftingShiftingresponsibilityresponsibility

Team discussionprocesses

Individual opinionsafter meeting

Low risk

High risk



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



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



Rules of

Brainstorming

• 1. Speak freely2. Don’t criticize3. Provide as many ideas as

possible4. Build on others’ ideas



Evaluating Brainstorming

Strengths

–Produces more innovative

ideas –Strengthens decision

acceptance and team

cohesiveness –Sharing positive emotions

encourages creativity

•



Evaluating Brainstorming

Weaknesses

–Evaluation apprehensionexists in many groups

–Fewer ideas generated

than when people workalone

N i l G



Nominal Group

Technique

DescribeDescribeproblemproblem

IndividualIndividualActivityActivity

Write downWrite downpossiblepossiblesolutionssolutions

TeamTeamActivityActivity

IndividualIndividualActivityActivity

PossiblePossiblesolutionssolutionsdescribeddescribedto othersto others

Vote onVote onsolutionssolutionspresentedpresented

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