Surviving the Group Project: A Note On Working in Teams

Table of Contents

  • Introduction...... Teams at NU
  • What Makes a Group Effective?..... Keys to Creating Effective Groups...... Obstacles to Effective Groups
  • Basic Elements of a Group.....Issues Facing all Work Groups
  • Group Diseases and Overcoming those Diseases...... What to Observe in a Group

App

  • 1:Influence Tactics Used in Groups....…...... 2:Functions Required for Effective Groups
  • 3: Running Your Meetings Effectively...... 4: Techniques in Group Decision Making
  • 5: Five Phases of Group Development...... 6: Meetings Don't have to be Dull
  • 7: Dealing with Disruptive Behavior...... 8: Ten Commandments of Teams
  • 9: Is Our Team Effective? A Checklist...... 10: How to State "The Problem"
  • 11: Three Stereotypical Styles of Group Behavior
  • 12: The Role of a Coach in a Team

"I could have done this project by myself in a third of the time"---An exasperated Northeastern student

"The only committee that got anything done was a committee of one." A professor about a University task force

"In Chrysler's meetings of engineers, those who disagree with an idea or an emerging consensus are asked to toss in a quarter before they throw in their two cents" "In my company criticizing brainstorms is strictly forbidden. All team members are armed with water pistols. Those who can't resist their critical impulses get themselves squirted. Other companies use nerfballs"

Since pushing most of its Lubbock plant's work and accountability to teams in 1990, Frito-Lay has reduced the number of managers from 38 to 13 while its hourly workforce has grown 20%. Despite less supervision this plant has seen its costs cut dramatically and quality jump. Teams are responsible for everything from potato processing to equipment maintenance, cost control, and service performance. (Wall St. Journal, October 17, 1994)

Introduction

A significant shift is taking place in organizations throughout the world -- a shift that has important implications for the skills that will be critical to your success both as a member of organizations and as a manager and leader. This shift involves increasing the emphasis on the group or team.

Many factors are driving this shift. Technology is a primary force driving this as tasks have often grown too complex for individuals to tackle alone. In addition competitive forces have compelled many organizations to flatten the organization by dramatically reducing the numbers of levels of middle managers. Shifting authority and responsibility down to the bottom level allows teams to take over functions that used to be done by management. On a more macro scale, as organizations (especially multinational) involve multiple businesses, multiple industries and multiple countries, new and complex are evolving that rely on numerous interdependent groups with decisions made by teams consisting of members of these various groups. Even without these forces, others have found simply that harnessing the potential power of the group can have a dramatic effect on productivity and job satisfaction. The list of companies and units turned around by the work of a small team is fast growing and persuasive.

Today, most organizations embrace the notion of groups. Groups have become the core unit in many organizations. Part of this is based on the fact (supported by research) that groups are more effective in solving problems and learn more rapidly than individuals. Yet surveys will find that few organizations and few individuals in them are particularly satisfied with the way their groups are working. Teams may be a necessary component of organizational success but their presence certainly doesn't guarantee success. Few managers have training or knowledge of group dynamics; many are quite apprehensive about groups and pessimistic about their value. Most of us are more comfortable managing individuals than groups and many of us are more comfortable working on our own than in a group.

Our instincts in this area may be quite accurate. Real experience in groups has drawn us to the conclusion groups we have been involved in at work are inefficient, confused, and frustrating. None of this should be particularly surprising since it mirrors our own experience with groups since we were children. When a group is functioning well (whether it be a work group, a sports team, a friendship group, a chorus or orchestra, a religious group, a voluntary group, etc.) the group dynamics and sense of belongingness and acceptance can bring out the "best" in us. Groups can enhance problem solving and creativity,and generate understanding, acceptance, support, and commitment. In addition groups can enhance morale, provide an outlet for affiliation, enhance self esteem, and help create consensus and security. We have all had at least a few experiences where participation in an effective group has helped us to "achieve" at levels we never thought possible. Even people who claim a real antipathy towards groups cite some kind of group experience is a high point in their lives.

Definition of a team: A small number of people with complementary skills committed to a common purpose, specific performance goals, a common working approach, and mutual accountability

When to Use a Group: There are times when groups should be used and times when they shouldn't. As stated in the introduction, the times when they should be used are increasing. Groups are particularly important when problems and decisions involve very uncertain, complex, and important situations and when the potential for conflict is great. In addition situations where widespread acceptance and commitment are critical will call for groups. Groups are clearly more appropriate when there is not an immediate time pressure. (Ware)

Strengths of Groups as Problem Solvers
  • diversity of problem solving styles, skills
  • more knowledge and information
  • greater understanding and commitment
  • tends to be focused
/ Weaknesses of Groups as Problem Solvers
  • use (sometimes waste) of organization resources
  • pressure to conform
  • individual domination; chance to "score points"
  • diffusion of responsibility
  • diversity of views, goals, loyalties
  • too quick to "solve" (not analyze) problem

* But groups can also bring about the "worst" in us. Groups can result in a situation where the "whole is less than the sum of its parts." This may be when group pressure smothers individual creativity, or when a group is dominated by one or two members and the rest just withdraw. Groups can be a big waste of time and energy; they can enforce norms of low rather than high productivity. They sometimes make notoriously bad decisions. Groups can exploit, stress, and frustrate their members.

When to Use Groups

Given the strengths and weaknesses, we should use groups only in situations where the strengths are critical. In general, a group problem-solving process is called for when:

  • the problem is relatively uncertain, complex, and has potential for conflict
  • the problem requires interdepartmental or intergroup cooperation and coordination
  • the problem and its solution have important personal and organizational consequences
  • there are significant but not immediate deadline pressures
  • widespread acceptance and commitment are critical to successful implementation (Ware)

Case Study
Eric Gershman, president and founder of Published Image...organized his small Boston concern into four"self managed" teams, a concept in which workers largely operate without bosses. The firm's 26 employees set their own work schedules, prepare their own budgets and receive group bonuses based on their team's performance. In recent years, self-managed work teams have become very popular among big corporations as a way to eliminate middle managers while improving morale and productivity... (Source: Wall St. Journal, January 11, 1994)

So, groups can be wonderful or terrible, productive or stagnant, imprisoning or freeing, conformist or creative as the chart above highlights. In our personal lives, when a group doesn't satisfy our needs, we can often walk away. But in our work world, this is usually not the case. We must develop the skills to make sure groups we are in are effective; this is true whether we are the "leader" of the group or not. We must develop an understanding of how groups work, what separates effective from ineffective groups. It is important that we develop the tools and skills to know whether a group is effective or not before it is too late and to know how to take corrective action if changes are needed. A group needs some bases for evaluating its processes as it carries out a given task. The group needs to raise such questions as "are we working in the right way?" "Are we avoiding the important issues?" "Are we falling into some traps that will cause this group to fail?"

Teams at CBA

You will be involved in a number of group situations during your education at CBA at Northeastern. We intend these teams to be similar to work teams in business, but not exactly the same. The primary goal at work is likely to be a quality outcome. While we are concerned here about a quality outcome, learning is actually a more important goal here. We hope you take advantage of the situation to:

  • learn new skills from other team members; take some risks
  • take some chances; make your mistakes here
  • make sure you get feedback from team members
  • find out what your strengths are and what your weaknesses are

It is inevitable that you will experience problems, the same problems you will have with task teams in your work life. It is our goal that you use this opportunity to develop your skills in identifying and dealing with problems during the life of the group while there is still time to take meaningful action. Use this as a chance to develop and practice your skills, make mistakes, learn from your mistakes, get feedback from others and ultimately to take from this experience some knowledge and skills that you can take with you to your future work.

This note is intended as a brief overview of some of the most critical issues relating to team effectiveness. Any real learning will have to occur in the context of your group-while you act, get feedback, experiment, take risks, and observe the results. This note is intended to help you in that learning process.

What Makes a Group Effective?

Most critically, effective groups are characterized by individual and mutual accountability and a sense of common commitment. All members (whether they are "leaders" or not) must take responsibility for the overall group effectiveness and for dealing with the problems that are inevitable. "The best teams invest tremendous amounts of time and effort exploring, shaping, and agreeing on a purpose that belongs to them both collectively and individually and then translate this purpose into specific performance goals." (Katzenbach and Smith).

There is no absolute checklist for what makes a group effective. Different situations may call for different approaches. For example, one particular situation may call for one dominant leader while another situation may call for distributed leadership.

Nevertheless, in general, an effective group is likely to have most of these characteristics:

An effective group is characterized by...

  • a sense of urgency and direction, purpose and goals
  • a lot of work at the start setting a tone, setting a "contract," specifying a clear set of rules
  • clear notion of what the "problem" is
  • immediate and demanding performance oriented tasks and goals
  • broad sense of shared responsibility for the group outcomes and group process
  • membership based on skill and skill potential, not personality
  • use of positive feedback, recognition, rewards
  • effective ways of making decisions and shared leadership
  • high level of commitment among members
  • balance of satisfying individual and group needs
  • climate that is cohesive yet doesn't stifle individuality
  • ability to brainstorm
  • confronting differences; confronts conflict; dealing with minority opinions effectively
  • effective communication patterns-both ideas and feelings; good listening skills among members
  • ability to be objective about reviewing its performance objectively;

Another "cute" list of characteristics has items whose first letter forms the word PERFORM

  • Purpose
  • Empowerment
  • Relationships and Communication
  • Flexibility
  • Optimal Productivity
  • Recognition
  • Morale

Keys to Creating Effective Teams:
  • Create Clear Goals: Members must understand what their goals are and believe they are important; these goals must be important enough to cause members to sublimate their own personal concerns. Members need to know what they expect to accomplish, and understand how they will work together to achieve those goals.
  • Encourage Teams to Go for Small Wins: Building effective teams takes time and teams should aim for small victories before the big ones. This can be done by setting attainable goals and using these short term goals to build cohesiveness, confidence.
  • Build Mutual Trust: Trust is a fragile thing in a group; it takes a long time to build up and can be destroyed very quickly. To build trust it is important to keep team members informed. Try to create a climate of openness where people feel free to discuss problems without fear of retaliation. Be candid about your own problems and limitations. Be available and approachable; be respectful and listen to team members' ideas. Be fair, objective, consistent, and dependable.
  • Ensure Mutual Accountability and a Sense of Common Purpose: For a team to be a real team, all members must feel accountability-for both successes and failures. There must be mutual accountability.
  • Provide the Necessary External Support: If team success is dependent on resources from the greater organization, it is important to make sure those resources are there.
  • Training: Team members and the team itself may need some training to build skills. The training may be in problem solving, communication, negotiation skills, conflict-resolution skills, and group processing skills.
  • Change the Team's Membership: At times it may be necessary to change the composition of a group if that is possible.

An ineffective group is characterized by...

  • high level of negativity and passivity
  • quick problem solving; lack of clarity about what problem is
  • lot of win-lose situations among members
  • strangled information flow; dominance by one or two members; power plays
  • mistaking silence for support
There Are a Number of Obstacles to Effective Teams
A Weak Sense of Direction: Nothing undermines enthusiasm for teams as quickly as the frustration of being an involuntary member of a team with no focus or when members aren't sure of their purpose, goals, and approach; weak leadership.
Infighting: While effective teams don't have to be made up of people who like each other, there must be respect for each other. Misdirected energy leads to bickering and undermining colleagues; members must be willing to set aside petty differences.
Shirking of Responsibilities: When members avoid taking responsibility for both process or running of a group and for specific assignments a team becomes a "pseudo team"; i.e., team in name but consistently underperforming.
Lack of Trust: If trust is lacking, members are unable to depend on each other.
Critical Skill Gaps: When skills are lacking, teams flounder, members have trouble communicating with each other, destructive conflicts result, decisions aren't made, and technical problems overcome the group.
Lack of External Support: Teams exist in a larger organization and rely on that organization for resources If outside resources like formal rules, regulations, budgeting procedures, compensation systems, selection procedures, and poor leadership, the group may suffer.

The Basics Elements of Groups

The Structure and Anatomy of a Group

While groups appear to vary greatly from work and personal situations, there are actually elements that all groups have in common. Understanding these factors helps to understand the dynamics of your groups, why problems might be occurring and what might be done.

Membership factors: Groups are likely to be more effective to the degree that members possess the required knowledge and analytic skills required by the task or are able to develop them. These skills go beyond technical skills of the problem and need to include interpersonal and team skills such as conflict resolution skills. Other membership factors include the extent to which members are already overloaded with other work. Lacking the necessary skills a group may need to try to change membership to include the skills, or to develop the skills of group members.

Individual Needs, "Agendas" and the "Interpersonal Underworld": All people bring their own needs and experiences to the group and these factors may play a major role in the dynamics and outcomes of the group. Some of the more common needs include: finding a place in the group; discovering what the group has to offer and what s/he has to offer the group; resolving power and leadership issues; setting standards on intimacy and trust-how close will we get to each other; mutual acceptance, communication, decision-making, motivation, productivity, control. Together the dynamics generated by these needs create a group level that is separate from the "task" level of the group but can interact with this task level. Often groups try to ignore this "interpersonal underworld" and sometimes this makes sense. More often, it will be necessary to acknowledge this "interpersonal underworld" and possibly spend time dealing with some of the issues that underlie this level. It is important to recognize that power plays a major role in groups; political behavior will be present in any group and the more crucial the stakes, the more political behavior will be present.

Member Differentiation in Groups: Roles In virtually all groups, members tend to differentiate among themselves; i.e., people take on different roles and have varying degrees of status in the group. Hierarchies evolve. Over time, people tend to exhibit patterns of behavior called roles. Generally these roles can be grouped into three categories: