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GROUP QUESTIONS

GROUP QUESTIONS. 1. Why might you as a manager want to use teams? 2. What types of tasks are most appropriate for teams? 3. Do groups ‘evolve’ from the beginning of their formation up until task completion? If so, how?

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GROUP QUESTIONS

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  1. GROUP QUESTIONS • 1. Why might you as a manager want to use teams? • 2. What types of tasks are most appropriate for teams? • 3. Do groups ‘evolve’ from the beginning of their formation up until task completion? If so, how? • 4. Do people play different ‘generic’ type roles on teams? If so, what are they? • 5. How do you get non-talkers to speak up and how do you get talkers to stop?

  2. GROUP QUESTIONS cont’d • 6. Is diversity of group members good? Why or why not? • 7. What are some things that have to be present for groups to function effectively? • 8. Why do teams go ‘bust’? • 9. What can be done to help ensure that all group members contribute fairly to group task effort?

  3. GROUP QUESTIONS cont’d • 10. What different ways are there for groups to make decisions? • 11. How might personality influence a team? • 12. How do you build team trust? What little things erode trust? • 13. How can you build team commitment?

  4. Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually

  5. Ways to reduce social loafing: • Make individual contributions identifiable • Make individuals feel they are making a valuable contribution • Stay small • Evaluate individual and team contributions • Have members evaluate each others’ contribution • Create interesting/ important task • Encourage buy- in - members allowed input into decision - members participate in setting clear goals - members establish clear roles

  6. Building Team Trust Ask for help – show some vulnerability and let others “come through” Chip in – Model Behavior Match jobs with expertise – break jobs into pieces and assign experts

  7. Trust- Busting Traps • Micromanaging – avoid excessive control • Finding Fault – members may fear inevitable criticism and avoid risk • Playing Favorites – apply fair consistent performance standards

  8. Building Team Commitment (Buy-In) • Felt ownership – allow planning input and some decision making • Perceived Value – ensure task connects to needs and meaningful outcomes • Autonomy – provide a feeling of freedom and independence • Validity – be sure plan is appropriate and outcomes desirable • Reliability – be sure plan is consistent and has long- term results • Optimism – provide emotional support and expressed confidence • Ability – ensure member abilities (real and perceived) • Resources – equip with tools, finances, and time

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