Group Dynamics for Teams 5th Edition

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Group Dynamics for Teams

5th Edition

Daniel Levi California Polytechnic State University, San Luis

Obispo

Los Angeles London

New Delhi Singapore

Washington DC

Copyright © 2017 by SAGE Publications, Inc.

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Brief Contents

Acknowledgments 2. About the Author 3. Introduction 4. PART I: CHARACTERISTICS OF TEAMS

Chapter 1. Understanding Teams 2. Chapter 2. Defining Team Success

PART II: PROCESSES OF TEAMWORK 1. Chapter 3. Team Beginnings 2. Chapter 4. Understanding the Basic Team Processes 3. Chapter 5. Cooperation and Competition 4. Chapter 6. Communication

PART III: ISSUES TEAMS FACE 1. Chapter 7. Managing Conflict 2. Chapter 8. Power and Social Influence 3. Chapter 9. Decision Making 4. Chapter 10. Leadership 5. Chapter 11. Problem Solving 6. Chapter 12. Creativity 7. Chapter 13. Diversity

PART IV: ORGANIZATIONAL CONTEXT OF TEAMS 1. Chapter 14. Team, Organizational, and International Culture 2. Chapter 15. Virtual Teamwork 3. Chapter 16. Evaluating and Rewarding Teams 4. Chapter 17. Team Building and Team Training

Appendix: Guide to Student Team Projects 9. References 10. Index

Detailed Contents

Acknowledgments 2. About the Author 3. Introduction 4. PART I: CHARACTERISTICS OF TEAMS

Chapter 1. Understanding Teams 1. Learning Objectives 2. 1.1 Defining Groups and Teams 3. 1.2 Purposes and Types of Teams

How Teams Are Used by Organizations 2. Classifying Teams

1.3 Why Organizations Use Teams 1. Job Characteristics 2. Organizational Characteristics

1.4 History of Teams and Group Dynamics 1. Foundations of Teamwork 2. Foundations of Group Dynamics

Leading Virtual Teams: Virtual Meetings and Virtual Collaboration— Selecting Technologies to Use for Your Team

Summary 8. Team Leader’s Challenge 1 9. Survey: Attitudes Toward Teamwork 10. Activity: Working in Teams

Chapter 2. Defining Team Success 1. Learning Objectives 2. 2.1 Nature of Team Success

Completing the Task 2. Developing Social Relations 3. Benefiting the Individual

2.2 Conditions for Team Success 1. Team Composition 2. Characteristics of the Task 3. Group Process 4. Organizational Context

2.3 Characteristics of Successful Teams 5. 2.4 Positive Psychology View of Team Success 6. 2.5 Using Teams in the Workplace

Benefits of Teamwork 2. Problems of Teamwork 3. When the Use of Teams Becomes a Fad

Summary 8. Team Leader’s Challenge 2 9. Activity: Understanding Team Success

PART II: PROCESSES OF TEAMWORK 1. Chapter 3. Team Beginnings

Learning Objectives 2. 3.1 Stages of Teamwork

Group Development Perspective 2. Project Development Perspective 3. Cyclical Perspective 4. Implications of Team Development Stages

3.2 Group Socialization 4. 3.3 Team Goals

Value and Characteristics of Goals 2. Hidden Agendas

3.4 Team Norms 1. How Norms Are Formed 2. Impact of Team Norms

3.5 Application: Jump-Starting Project Teams 1. Team Warm-Ups 2. Project Definitions and Planning 3. Team Contract

Leading Virtual Teams: Starting a Virtual Team 8. Summary 9. Team Leader’s Challenge 3 10. Activity: Observing Team Norms 11. Activity: Developing a Team Contract

Chapter 4. Understanding the Basic Team Processes 1. Learning Objectives 2. 4.1 Motivation

Social Loafing 2. Increasing Team Motivation

4.2 Group Cohesion 1. How Cohesion Affects the Team’s Performance 2. Building Group Cohesion

4.3 Team Roles 1. Role Problems

Types of Team Meeting Roles 5. 4.4 Task and Social Behaviors

Value of Social Behaviors 6. 4.5 Team Adaptation and Learning

Reflexivity 2. Using Feedback 3. Group Process Observations

Leading Virtual Teams: Motivating Participation in Virtual Meetings 8. Summary 9. Team Leader’s Challenge 4 10. Activity: Observing Task and Social Behaviors

Chapter 5. Cooperation and Competition 1. Learning Objectives 2. 5.1 Teamwork as a Mixed-Motive Situation 3. 5.2 Why Are People in Teams Competitive?

Culture 2. Personality 3. Organizational Rewards

5.3 Problems With Competition 1. Communication and Goal Confusion 2. Intergroup Competition 3. When Is Competition Appropriate?

5.4 Benefits of and Problems With Cooperation 1. Benefits of Cooperation 2. Problems With Cooperation 3. Competitive Versus Cooperative Rewards

5.5 Application: Encouraging Cooperation 1. Common Goals 2. Rebuilding Trust and Communication 3. Encouraging Altruistic Norms 4. Negotiating Cooperation

Leading Virtual Teams: Building Trust and Social Relationships 8. Summary 9. Team Leader’s Challenge 5 10. Survey: Cooperative, Competitive, or Individualistic Orientation 11. Activity: Understanding Competitive Versus Cooperative Goals

Chapter 6. Communication 1. Learning Objectives 2. 6.1 Communication Process

Verbal Communication

Nonverbal Communication 3. Communication Within Teams

6.2 Flow of a Team’s Communications 1. Dysfunctional Information Processing Within the Team 2. Gender and Communication 3. Building Trust 4. Psychological Safety 5. Communication Climates

6.3 Emotional Intelligence 5. 6.4 Facilitating Team Meetings 6. 6.5 Communication Skills for Team Meetings 7. Leading Virtual Teams: Running Virtual Meetings to Ensure

Everyone Is Following the Agenda and People Arrive at the Same Understanding

Summary 9. Team Leader’s Challenge 6 10. Survey: Team Emotional Intelligence 11. Activity: Observing Communication Patterns in a Team

PART III: ISSUES TEAMS FACE 1. Chapter 7. Managing Conflict

Learning Objectives 2. 7.1 Conflict Is Normal 3. 7.2 Sources of Conflict 4. 7.3 Impact of Conflict

Benefits of and Problems With Conflict 2. Conflict in Work Teams 3. Conflict Management

7.4 Conflict Resolution Approaches 1. Two Dimensions of Conflict 2. Comparing Different Approaches to Conflict Resolution

7.5 Managing Team Conflicts 1. Preparing for Conflicts 2. Facilitating Conflicts 3. Virtual Team Conflicts 4. Negotiating Conflicts

Leading Virtual Teams: Reducing Conflict and Developing Collaboration

Summary 9. Team Leader’s Challenge 7 10. Survey: Conflict Resolution Styles

Activity: Observing Conflict Resolution Styles 2. Chapter 8. Power and Social Influence

Learning Objectives 2. 8.1 Definitions of Power and Social Influence

Conformity 2. Obedience

8.2 Types of Power 1. Bases of Power 2. Influence Tactics

8.3 Power Dynamics 1. Status and the Corrupting Effect of Power 2. Unequal Power in a Team 3. Minority Influence 4. Impact of Interdependence

8.4 Empowerment 1. Degrees of Empowerment Programs 2. Successful Empowerment Programs

8.5 Application: Acting Assertively 1. Power Styles 2. Use of Power Styles 3. Encouraging Assertiveness

Leading Virtual Teams: Ensuring Dissenting Voices Are Heard and Empowering the Team

Summary 9. Team Leader’s Challenge 8 10. Activity: Using Power Styles—Passive, Aggressive, and Assertive

Chapter 9. Decision Making 1. Learning Objectives 2. 9.1 Value of Group Decision Making

Advantages and Disadvantages of Group Decision Making 2. When Are Group Decisions Superior to Individual Decisions?

9.2 Approaches to Group Decision Making 1. Evaluating Group Decision-Making Approaches 2. Normative Decision-Making Theory

9.3 Decision-Making Problems 1. Causes of Group Decision-Making Problems 2. Group Polarization 3. Groupthink

9.4 Decision-Making Techniques 1. Nominal Group Technique

Delphi Technique 3. Ringi Technique 4. Evaluation of Decision-Making Techniques

9.5 Application: Consensus Decision Making 7. Leading Virtual Teams: Encouraging Agreement on a Decision 8. Summary 9. Team Leader’s Challenge 9 10. Activity: Making Consensus Decisions 11. Activity: Group Versus Individual Decision Making

Chapter 10. Leadership 1. Learning Objectives 2. 10.1 Alternative Designs of Leadership for Teams

Characteristics of Team Leadership 2. Shared Leadership 3. Leader Emergence

10.2 Approaches to Leadership 1. Trait or Personality Approach 2. Behavioral Approach 3. Situational Approach 4. Contingency Approach

10.3 Situational Leadership Theory 5. 10.4 Self-Managing Teams

Leading Self-Managing Teams 2. Motivating Self-Managing Teams 3. Success of Self-Managing Teams

10.5 Application: The Functional Approach to Leading Teams 1. Providing a Context for Teams 2. Facilitating Internal Operations 3. Team Coaching

Leading Virtual Teams: New Approaches to Leadership in Virtual Teams

Summary 9. Team Leader’s Challenge 10 10. Survey: Leadership Styles 11. Activity: Observing the Leader’s Behavior

Chapter 11. Problem Solving 1. Learning Objectives 2. 11.1 Approaches to Problem Solving 3. 11.2 Descriptive Approach: How Teams Solve Problems 4. 11.3 Functional Approach: Advice on Improving Team Problem

Solving 1. Factors That Improve Team Problem Solving 2. Factors That Hurt Team Problem Solving

11.4 Prescriptive Approach: Rational Problem-Solving Model 1. Problem Recognition, Definition, and Analysis 2. Generating Alternatives and Selecting a Solution 3. Implementation and Evaluation

11.5 Problem-Solving Teams 7. 11.6 Application: Problem-Solving Techniques for Teams

Problem Analysis 2. Criteria Matrix 3. Action Plans 4. Force Field Analysis

Summary 9. Team Leader’s Challenge 11 10. Activity: Using Problem-Solving Techniques

Chapter 12. Creativity 1. Learning Objectives 2. 12.1 Creativity and Its Characteristics 3. 12.2 Individual Creativity 4. 12.3 Group Creativity

Problems With Group Creativity 2. Brainstorming 3. Strengths of Team Creativity 4. Creativity as an Ongoing Team Process

12.4 Organizational Environment and Creativity 6. 12.5 Application: Team Creativity Techniques

Brainstorming 2. Nominal Group Technique and Brainwriting 3. Selecting a Solution 4. Multiple-Stage Creativity Approaches

Leading Virtual Teams: Virtual Creativity 8. Summary 9. Team Leader’s Challenge 12 10. Activity: Comparing Different Creativity Techniques

Chapter 13. Diversity 1. Learning Objectives 2. 13.1 The Nature of Diversity

Why Diversity Is Important Now 2. Types of Diversity

How Diversity Affects a Team 3. 13.2 Problems of Diversity

Misperception 2. Emotional Distrust 3. Failure to Use Team Resources

13.3 Causes of Diversity Problems 1. Diversity as a Cognitive Process 2. Team Leader 3. Diversity as a Social Process

13.4 Effects of Diversity 1. Research on the Effects of Diversity on Teams 2. Cross-Functional Teams

13.5 Application: Creating a Context to Support Diversity 1. Increasing Awareness 2. Improving Group Process Skills 3. Creating a Safe Environment 4. Improving Organizational Issues

Summary 8. Team Leader’s Challenge 13 9. Survey: Attitudes Toward Diversity 10. Activity: Understanding Gender and Status Differences in a Team

PART IV: ORGANIZATIONAL CONTEXT OF TEAMS 1. Chapter 14. Team, Organizational, and International Culture

Learning Objectives 2. 14.1 Team Culture 3. 14.2 Defining Organizational Culture 4. 14.3 Organizational Culture and Teamwork 5. 14.4 Dimensions of International Culture

Individualism Versus Collectivism 2. Power and Status 3. Uncertainty and Risk Avoidance 4. Comparing the United States and Japan

14.5 International Differences in Teamwork 7. 14.6 Transnational Teams

Characteristics of Transnational Teams 2. Creating Effective Transnational Teams

Leading Virtual Teams: Dealing With Cultural Issues 9. Summary 10. Team Leader’s Challenge 14 11. Survey: Individualism–Collectivism

Activity: Evaluating a Team’s Culture and Cultural Context 13. Activity: Comparing United States and Japanese Teams

Chapter 15. Virtual Teamwork 1. Learning Objectives 2. 15.1 Use of Communication Technologies

Communication Technologies and Teams 2. Characteristics of Communication Technologies

15.2 Communication Impacts 1. Status Differences 2. Anonymity 3. Miscommunication 4. Communication Norms

15.3 Team Impacts 1. Task Performance in Virtual Teams 2. Decision Making 3. Social Relations

15.4 Selecting the Right Technology 1. Factors to Consider When Selecting Technology 2. Matching Technology to the Team and Task

15.5 Challenge of Virtual Teams 1. Team Building in Virtual Teams 2. Future of Virtual Teams

Summary 8. Team Leader’s Challenge 15 9. Activity: Developing Netiquette for Virtual Teams 10. Activity: Experiencing Teamwork in a Simulated Virtual Team

Chapter 16. Evaluating and Rewarding Teams 1. Learning Objectives 2. 16.1 Team Performance Evaluations

Types of Evaluations 2. Types of Measures 3. Participation in the Evaluation Process 4. Problems and Biases With Team Evaluations

16.2 Reward Systems 1. Types of Approach 2. Hybrid Approaches

16.3 Rewarding Individual Team Members 1. Changing Base Pay 2. Skill-Based Pay

16.4 Team and Organizational Reward Programs

Team Recognition Programs 2. Organizational Rewards

16.5 Relationship of Rewards to Types of Teams 1. Types of Teams 2. Linking Rewards to Types of Team

Summary 8. Team Leader’s Challenge 16 9. Survey: Individual Versus Team Rewards 10. Activity: Evaluating and Rewarding a Project Team 11. Activity: Team Halo Effect

Chapter 17. Team Building and Team Training 1. Learning Objectives 2. 17.1 What Is Team Building?

Organizational Context of Team Building 2. Evaluating Team-Building Programs

17.2 Does Your Team Need Team Building? 4. 17.3 Types of Team-Building Programs

Goal Setting 2. Role Clarification 3. Interpersonal Process Skills 4. Cohesion Building 5. Problem Solving

17.4 Team Training 1. Training the Team Together 2. Planning for the Transfer of Training

17.5 Types of Training 1. Team Resource Management Training 2. Cross-Training and Interpositional Training 3. Action Learning

Summary 8. Team Leader’s Challenge 17 9. Activity: Team Building 10. Activity: Appreciative Inquiry of Teamwork

Appendix: Guide to Student Team Projects 1. A.1 Starting the Team

Team Warm-Ups 2. Development of a Team Contract 3. Leadership and Meeting Roles 4. Managing Team Technology

A.2 Planning and Developing the Project

Challenge the Assignment 2. Generation of Project Ideas 3. Brainwriting Method 4. Project Planning 5. Roles and Assignments 6. Reevaluation of the Project and Approach

A.3 Monitoring the Project and Maintaining Teamwork 1. Team Meetings: Sharing Information, Making Decisions, and

Tracking Assignments 2. Group Process Evaluations 3. Managing Problem Behaviors 4. Milestone: Midpoint Evaluation

A.4 Performing Team Writing 1. Overall Strategy 2. Division of Work

A.5 Wrapping Up and Completing the Project 1. Milestone: Precompletion Planning 2. Team Evaluations 3. Celebrating Success and Learning From the Experience

References 10. Index

Acknowledgments

Many people helped shape this book. My understanding of work teams, including both manufacturing and professional teams, was fostered by the many opportunities I had to study and consult with actual teams in industry. Andrew Young, Margaret Lawn, and Don Devito created a number of opportunities for me to work with teams in the United States and abroad. Most of my research and consulting on work teams was performed with Charles Slem, my partner at Cal Poly, San Luis Obispo. As a teacher of group dynamics, I learned by coteaching with Fred Stultz and Robert Christenson. In addition, I had the opportunity to work with engineering teams at Cal Poly as part of a NASA-supported program to improve engineering education. Daniel Mittleman, associate professor of Computing and Digital Media at DePaul University, helped me understand the impacts of virtual teamwork and contributed to the Leading Virtual Teams sections of the book. David Askay, assistant professor of Communications Studies at Cal Poly, wrote the Communication chapter (Chapter 6) and contributed ideas and sections on the impacts of diversity and the use of technology by teams. Finally, the psychology, business, and engineering students in my group dynamics and teamwork classes have helped teach me what is important about how teams operate.

The support of various editors at SAGE Publications has been invaluable. I have also benefited from the many anonymous academic reviews of the book and proposed revisions. In addition, Kathy Johnston and Sara Kocher labored diligently to improve my language and make the text more readable. My wife, Sara, deserves special credit for her thoughtful reviews and supportive presence throughout this process.

For comprehensive reviews of the manuscript, I would like to thank the following reviewers:

Mark A. Arvisais, Towson University

Kerrie Q. Baker, Cedar Crest College

Anita Leffel, The University of Texas at San Antonio

Russell O. Mays, Georgia Southern University

Kevin L. Nadal, John Jay College of Criminal Justice

C. Kevin Synnott, Eastern Connecticut State University

About the Author

Daniel Levi is a professor in the Psychology and Child Development Department at Cal Poly, San Luis Obispo, California. He holds an MA and a PhD in environmental psychology from the University of Arizona. He teaches classes in teamwork and in environmental and organizational psychology. His teamwork class was designed primarily for engineering and business students at Cal Poly. He has conducted research and worked as a consultant with factory and engineering teams for companies, such as Nortel Networks, TRW, Hewlett-Packard, and Philips Electronics. In addition, he has worked on international team research projects in Europe and Asia. Dr. Levi’s research and consulting with factory teams primarily focused on the use of teams to support technological change and the adoption of just-in-time and quality programs. This work examined a variety of team issues, including job redesign, training, compensation, supervision, and change management approaches. His work with professional teams primarily was accomplished with engineering design teams. These projects examined the use of concurrent engineering, self-management, and the globalization of teams. The topics of this work included the impact of information technology on teams, facilitation and training needs for professional teams, and the impacts of organizational culture and leadership. Early work on the present book was sponsored by an engineering education grant from NASA. This project focused on the development of teamwork skills in engineering students working on multidisciplinary projects. This project led to the development of cases and activities for learning teamwork skills and research on teamwork training, and evaluating and rewarding student teams. Recent research on student teams examines gender and cross-cultural issues, social support within teams, and bullying and hijacking in student teams.

David Askay is an assistant professor in the Communications Studies Department at Cal Poly, San Luis Obispo. He earned a PhD in Organizational Science from the University of North Carolina at Charlotte (2013) and teaches in the areas of groups, organizations, and technology.