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Groups and Teams: Collaboration and Conflict

Groups and Teams: Collaboration and Conflict. MGMT 550, Spring 2000 Maggie Kolkena. Agenda. Groups and Teams Types of Teams Development Great Groups Collaboration Problem Solving Decision Making Conflict. Inputs. Design Components. Outputs. Group Effectiveness

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Groups and Teams: Collaboration and Conflict

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  1. Groups and Teams:Collaboration and Conflict MGMT 550, Spring 2000 Maggie Kolkena

  2. Agenda • Groups and Teams • Types of Teams • Development • Great Groups • Collaboration • Problem Solving • Decision Making • Conflict

  3. Inputs Design Components Outputs Group Effectiveness e.g. quality decisions, team cohesiveness Organization Design Task Structure Performance Norms Composition Interpersonal Relations Cummings and Worley Diagnostic Model

  4. Group or Team? Common Purpose TEAM Shared Accountability Interdependence

  5. Types of Teams High Specialization Track team Accounting department Football team Surgical team Low Interdependence High Interdependence Golf team Telemarketing team Volleyball team Customer service office Low Specialization

  6. Tuckman Model Performing Norming Storming Forming

  7. Group Dynamics: Task and Process • Types of Behaviors • Task • Process • Self-Serving

  8. Performance of Great Groups • All great groups have a strong leader • Full of talented people who can work together • Think they’re on a mission from God • See themselves as winning underdogs • Optimistic, not realistic • Right person has the right job • Leaders give them what they need and free them from the rest • Great groups ship Adapted from Organizing Genius, Warren Bennis

  9. Group Dynamics:Task and Processes • Group Roles • Problem Solving • Decision Making

  10. Group Roles • Task Behaviors • Process Behaviors • Self-Serving Behaviors

  11. Standard Problem Solving ID Problem Understand Problem Generate Options Evaluate Options Select (Decisions) Implement Evaluate Creative Problem Solving Diverging Converging Problem Solving

  12. Autocratic Unanimous Decision Making Not all decisions need to be consensus Democratic Consensus

  13. Assertive Unassertive Cooperative Uncooperative Conflict: Thomas Killman Model COMPETE COLLABORATE COMPROMISE ISSUE ACCOMODATE AVOID RELATIONSHIP

  14. Inputs Design Components Outputs Group Effectiveness e.g. quality decisions, team cohesiveness Organization Design Task Structure Performance Norms Composition Interpersonal Relations Cummings and Worley Diagnostic Model

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