Understanding Teams

Summary

This script explores the popularity and effectiveness of teams in organizations, emphasizing their flexibility and ability to outperform individuals. It distinguishes between work groups and teams, highlighting the synergy of the latter. The script delves into various types of teams, such as problem-solving, self-managed, cross-functional, virtual, and multi-team systems, and discusses factors influencing their success, including leadership, trust, and team composition. It also addresses the importance of team processes and goals, and the role of training in enhancing team performance.

Takeaways

• 😀 Teams are popular because they are believed to be more effective than individuals when working on projects.
• 👥 Teams offer flexibility and responsiveness to changing events, making them more adaptable than traditional departments.
• 🤔 The effectiveness of teams is not guaranteed and can be influenced by groupthink and fads.
• 🔄 There's a difference between work groups and work teams; the former focuses on sharing information while the latter generates synergy through coordination.
• 💡 Problem-solving teams are small groups that meet to improve quality and efficiency, but their effectiveness can vary.
• 🌟 Self-managed work teams have a wider range of responsibilities and can lead to reduced supervisory roles, but their effectiveness can be hindered by internal conflicts.
• 🔄 Cross-functional teams combine diverse skills and perspectives to solve complex problems and generate innovative ideas.
• 🌐 Virtual teams use technology to collaborate remotely, and shared leadership can enhance their performance.
• 🔗 Multi-team systems consist of interdependent teams working towards a common goal, requiring coordination and boundary-spanning roles.
• 🛠 The key components of effective teams include resources, team composition, and process variables.
• 📈 Team effectiveness can be influenced by factors such as trust, leadership, team identity, and cohesion.

Q & A

Why are teams considered popular and effective in the workplace?

Teams are popular because they are believed to be effective in achieving goals. They can outperform individuals when members are committed to a project and to each other, and they offer flexibility and responsiveness to changing events, as well as a means to democratize organizations and increase employee involvement.

What is the difference between a group and a team in a work setting?

A group is primarily for sharing information, making decisions, and helping each member perform within their area of responsibility without necessarily engaging in collective work. A team, on the other hand, generates positive synergy through coordination, where individual efforts result in a performance level greater than the sum of individual inputs.

What are the common characteristics of effective teams?

Effective teams have certain common characteristics such as clear goals, trust among members, good communication, proper resources, and a supportive environment. They also exhibit reflexivity, adaptability, and a strong sense of team identity and cohesion.

What is a self-managed work team and how does it differ from a traditional team?

A self-managed work team is a group of employees who perform interdependent jobs and have responsibilities that include planning, scheduling, assigning tasks, making operating decisions, and interacting with suppliers and customers. Unlike traditional teams, self-managed teams may select their own members, evaluate each other's performance, and reduce the importance or even eliminate former supervisory positions.

What factors should be in place for self-managing teams to be advantageous?

For self-managing teams to be advantageous, factors such as clear team goals, trust, appropriate team size, individual preferences, and a supportive organizational culture must be in place. Additionally, team members should be rewarded for team-promoting behaviors.

What is a cross-functional team and how does it benefit an organization?

A cross-functional team consists of employees from different work areas who collaborate to accomplish a task. It benefits an organization by allowing diverse individuals to exchange information, develop new ideas, solve problems, and coordinate complex projects, leveraging the unique perspectives and skills of its members.

How do virtual teams operate and what enhances their performance?

Virtual teams use computer technology to collaborate online, using tools like corporate social media, video conferencing, and email, regardless of geographic location. Shared leadership and the establishment of trust among members, close monitoring of progress, and publicizing team efforts can significantly enhance the performance of virtual teams.

What is a multi-team system and how does it differ from individual teams?

A multi-team system is a collection of two or more interdependent teams that share a superordinate goal. Unlike individual teams, multi-team systems require coordination and collaboration among different sub-teams, with boundary spanners playing a crucial role in facilitating coordination.

What are the three general categories of key components for effective teams?

The three general categories are resources and contextual influences, team composition, and process variables. Resources include information, equipment, and administrative support. Team composition involves the selection of members based on abilities, personalities, and skills. Process variables include team goals, identity, and cohesion.

How can organizations determine if a task is better suited for a team or an individual?

Organizations can apply three tests: whether the work can be done better by more than one person, whether it creates a common purpose or set of goals, and whether there is interdependence among tasks where the success of the whole depends on the success of each part.

What is the importance of team training and what skills can it help employees improve?

Team training is important as it helps employees experience the satisfaction of teamwork and improve their problem-solving, communication, negotiation, conflict management, and coaching skills. It has positive tangible effects on performance, despite the time and resources required.

Outlines

00:00

👥 The Power and Pitfalls of Teamwork

This paragraph discusses the popularity and perceived effectiveness of teams, emphasizing their flexibility and ability to outperform individuals when members are committed to a project and each other. It highlights the potential for teams to democratize organizations and increase employee involvement. However, it also warns of the risks of groupthink and the importance of distinguishing between work groups and work teams. Work groups focus on sharing information and individual performance, while work teams generate synergy through coordinated efforts, leading to collective performance that surpasses individual contributions. The paragraph also touches on the characteristics of effective teams and the different types of teams, such as problem-solving teams, self-managed work teams, and cross-functional teams, each with their own dynamics and effectiveness.

05:01

🌐 Virtual Teams and Multi-Team Systems

The second paragraph delves into the complexities of virtual teams, which rely on technology for dispersed members to collaborate towards a common goal. It suggests that shared leadership can significantly enhance the performance of virtual teams, and for them to be effective, trust must be established, progress closely monitored, and team efforts publicized. The paragraph also introduces multi-team systems, which are interdependent teams sharing a superordinate goal, and highlights the importance of coordination and boundary spanners in these systems. It discusses the factors that contribute to the effectiveness of such systems and contrasts them with traditional teams, noting that team size and the attention from organizational leaders can impact performance.

10:03

🛠️ Team Effectiveness Model and Composition

This section presents a model for team effectiveness, considering the resources, composition, and process variables that contribute to a team's success. It underscores the importance of external resources, clear roles, and leadership style, especially in multi-team systems. Trust and interpersonal relationships within the team are identified as foundational for cooperation and commitment to team goals. The paragraph also explores the impact of team composition on performance, including the balance of knowledge, skills, abilities, and personalities, and how these factors can be leveraged to enhance team dynamics. It advises on the selection of team members based on their preferences for teamwork, as well as their individual attributes, and the importance of training for effective collaboration.

15:03

🎯 Team Processes and Decision-Making

The final paragraph focuses on the process variables that are crucial for team effectiveness, such as setting goals, fostering team identity and cohesion, and the reflexivity to adapt to changing conditions. It emphasizes the need for teams to have a clear purpose and measurable objectives, and the importance of team efficacy in driving motivation and performance. The paragraph also discusses the role of team cohesion in predicting outcomes and the challenges of managing team conflicts and communication demands. It concludes with a set of tests to determine whether a task is better suited for individual or team effort, highlighting the conditions under which teamwork is most beneficial.

Keywords

💡Teams

Teams refer to a group of individuals working together to achieve a common goal. They are central to the video's theme, which discusses the popularity and effectiveness of teams in various organizational contexts. The script mentions that teams are believed to be more effective than individuals, highlighting their ability to outperform when members are committed to a project and to each other.

💡Effectiveness

Effectiveness in the script is tied to the performance and outcomes of teams. It is used to describe why teams are popular and how they can be more responsive and flexible than traditional departments. The video also notes that not all teams are effective, as they can be influenced by fads and herd mentality, which can lead to suboptimal decisions.

💡Work Group

A work group is defined as a collection of individuals who interact primarily to share information, make decisions, and help each member perform within their area of responsibility. The script differentiates work groups from work teams by stating that work groups do not engage in collective work with a joint effort, and their performance is the sum of individual contributions.

💡Synergy

Synergy in the context of the video refers to the positive interaction of team members that results in a performance level greater than the sum of the individual inputs. It is used to describe the advantage of work teams over work groups, where coordination of individual efforts leads to enhanced outcomes.

💡Self-Managed Work Teams

Self-managed work teams are groups of employees who perform interdependent jobs and have responsibilities that extend beyond their individual tasks, including planning, scheduling, and making operational decisions. The script discusses the potential benefits and challenges of these teams, noting that their effectiveness can vary based on the reward of team-promoting behaviors and the ability to manage conflicts.

💡Cross-Functional Team

A cross-functional team is composed of employees from different work areas who collaborate to accomplish a task. The video emphasizes their effectiveness in exchanging information, developing new ideas, and solving problems. The script also mentions the challenges of managing such teams due to the need for coordination and building trust among members with diverse experiences.

💡Virtual Teams

Virtual teams are groups that use computer technology to collaborate online, often with members dispersed across different locations. The script discusses the complexities of virtual team interactions and suggests that shared leadership can significantly enhance their performance. It also highlights the importance of establishing trust and closely monitoring progress in these teams.

💡Multi-Team Systems

Multi-team systems consist of two or more interdependent teams that share a superordinate goal. The video uses the example of emergency response teams after a car accident to illustrate how these teams, while technically independent, are interdependent for success. The script notes that factors that make smaller teams effective may not apply to multi-team systems.

💡Team Cohesion

Team cohesion is described in the script as the emotional attachment of team members to one another and their motivation towards the team because of this attachment. It is presented as a useful tool to predict team outcomes, with the implication that higher cohesion can lead to better team performance.

💡Team Identity

Team identity refers to the sense of belonging and oneness that members feel towards their team. The script emphasizes the importance of fostering team identity, especially in virtual teams, where a lack of identity can lead to lower effort and engagement from members.

💡Team Goals

Team goals are the specific, measurable, and realistic objectives that a team sets to achieve its mission. The video discusses how effective teams spend significant time developing a shared purpose and translating it into clear goals, which helps maintain focus and facilitates communication within the team.

💡Team Efficacy

Team efficacy is the confidence that a team has in its ability to succeed. The script mentions that successful teams have a rise in their beliefs about future success, which motivates them to work harder. This concept is integral to understanding how teams perceive their capabilities and the impact on their performance.

💡Team Training

Team training is the process of developing the skills necessary for effective teamwork. The script discusses the importance of training specialists to help employees experience the satisfaction of teamwork and improve their problem-solving, communication, negotiation, conflict management, and coaching skills.

Highlights

Teams are popular because they are believed to be more effective than individuals when working on projects.

Teams offer flexibility and responsiveness to changing events, outperforming traditional departments.

The effectiveness of teams is not guaranteed and can be swayed by fads and herd mentality.

Work groups differ from work teams in their level of collective work and joint effort.

Work teams generate positive synergy through coordination, leading to higher performance levels.

Self-managed work teams take on responsibilities traditionally held by supervisors.

Research shows mixed results on the effectiveness of self-managed work teams.

Cross-functional teams combine diverse skills to solve complex problems and coordinate projects.

Virtual teams rely on technology for collaboration, requiring shared leadership to enhance performance.

Multi-team systems consist of interdependent teams sharing a superordinate goal.

Effective teams require resources, proper leadership, and trust among members.

Team composition, including member abilities and personalities, significantly impacts team performance.

Team goals, identity, and cohesion are crucial process variables for team effectiveness.

Team training is essential for improving problem-solving, communication, and conflict management skills.

There are three tests to determine if a group's work would be better done in teams, focusing on task interdependence and common goals.

Teamwork requires more time and resources than individual work, necessitating a balance of benefits and costs.

Racially diverse teams may face challenges in receiving necessary resources for performance.

Hybrid performance systems that incorporate group rewards can reinforce team effort and commitment.

Transcripts

[Music]

let's take a look at why teams have

become so popular

why are teams so popular in short

because we believe they're effective

a team of people happily committed to a

project and one another will outperform

a brilliant individual every time they

can quickly assemble deploy refocus and

disband

teams are more flexible and responsive

to changing events than traditional

departments or other forms of permanent

groupings they're an effective means to

democracize organizations and increase

employee involvement

the fact that organizations have

embraced teamwork doesn't necessarily

mean that teams are always effective

team members may be swayed by fads and

herd mentality that can lead them astray

to the best decisions

groups and teams are not the same thing

a work group is a group that interacts

primarily to share information make

decisions and help each group member

perform within their area of

responsibility

work groups have no need or opportunity

to engage in collective work with a

joint effort so the group's performance

is merely the summation of each member's

individual contribution

a work group is a collection of

individuals doing their work albeit with

interaction and some dependency

a work team on the other hand generates

positive synergy through coordination

the individual efforts result in a level

of performance greater than the sum of

the individual inputs

in both work groups and work teams there

are often behavioral expectations of

members active group dynamics and some

level of decision making

the extensive use of teams creates the

potential for an organization to

generate greater outputs with no

increase in employee headcount however

merely calling a group a team doesn't

automatically improve its performance

effective teams have certain common

characteristics

problem-solving teams are work groups of

five to 12 employees who meet for a few

hours each week

their goal is to discuss ways of

improving quality efficiency and the

work environment

if their recommendations include

implementation processes great

improvements can be realized

self-managed work teams are groups of

employees who perform highly related or

interdependent jobs

the responsibilities usually include

planning and scheduling work assigning

tasks to members making operating

decisions taking action on problems and

working with suppliers and customers

fully self-managed work teams even

select their own members who evaluate

each other's performance when these

teams are established former supervisory

positions take on decreased importance

and are sometimes eliminated

research on the effectiveness of

self-managed work teams has not provided

uniformly positive results

self-managed teams may be more or less

effective based on the degree to which

the team promoting behaviors are

rewarded

some research indicates that

self-managed teams are not effective

when there's conflict when disputes

arise members often stop cooperating in

power struggles and ensue

which lead to lower group performance

and learning

although individuals on teams report

higher levels of job satisfaction than

others studies indicate that sometimes

these higher levels also include

absenteeism and turnover

for self-managing teams to be

advantageous a number of facilitating

factors must be in place

in a cross-functional team employees

from different work areas come together

to accomplish a task

cross-functional teams are an effective

means of allowing people from diverse

areas within or even between

organizations to exchange information

develop new ideas solve problems and

coordinate complex projects

due to the high need for coordination

cross-functional teams are not simple to

manage power shifts occur when expertise

is needed because the members are at

roughly the same level in the

organization

it takes time to build trust and

teamwork especially among people with

different experiences and perspectives

the strength of traditional

cross-functional teams is the

collaborative effort of individuals with

diverse skills from a variety of

disciplines

when the unique perspectives of these

members are considered these teams can

be very effective

virtual teams use computer technology in

order for dispersed members to achieve a

common goal

they collaborate online using

communication links like corporate

social media video conferencing and

email whether members are nearby or

countries apart nearly all teams do at

least some of their work remotely

because of the complexity of

interactions research indicates that

shared leadership of virtual teams may

significantly enhance team performance

although the concept is still in

development

for virtual teams to be effective

management should ensure that trust is

established among members progress is

monitored closely and the efforts of the

team are publicized throughout the

organization

as virtual teams become the norm

managers should maintain an oversight

role

as tasks become more complex teams often

grow in size increases in team size are

accompanied by higher coordination

demands

multi-team systems are collections of

two or more interdependent teams that

share a super ordinance goal

to picture a multi-team system imagine

the coordination of response needed

after a major car accident there is

emergency medical services an emergency

room team followed by a recovery team

although they're technically independent

their activities are interdependent and

the success of one depends on the

success of others they all share the

higher goal of saving lives

some factors that make smaller more

traditional teams effective do not

necessarily apply to multi-team systems

and can even hinder their performance

one study showed that multi-team systems

performed better when they had boundary

spanners whose jobs were to coordinate

with members of the other sub-teams

research has also indicated that teams

receiving more attention and engagement

from the organization's leader felt more

empowered which made them more effective

as they sought to solve their own

problems

a multi-team system is best when teams

with distinct functions need to be

highly coordinated

teams are often created deliberately but

sometimes evolve organically

many people have tried to identify

factors related to team effectiveness to

help some studies have organized what

was once a large list of characteristics

into a relatively focused model

in considering the team effectiveness

model remember that teams differ in form

and structure the model attempts to

generalize across all varieties of teams

but avoids rigidly applying its

predictions on all teams

second the model assumes that teamwork

is preferable to individual work

creating effective teams when

individuals can do the job better is

like perfectly solving the wrong problem

we can organize the key components of

effective teams into three general

categories first are the resources and

other contextual influences that make

teams effective the second relates to

the team's composition

third process variables are the events

within the team that influence

effectiveness

teams are part of a larger system every

work team relies on resources outside

the group to sustain it

they need timely information proper

equipment adequate staffing

encouragement and administrative

assistance

racially diverse teams are less likely

to be provided with the resources

necessary for team performance

teams can't function if they can't agree

on who's to do what and ensure that all

members share the workload leader

personality engagement and leadership

style also have an impact on team

effectiveness

leadership is especially important in

multi-team systems here leaders need to

delegate responsibilities to teams and

play the role of facilitator making sure

the teams work together

trust is the foundation of leadership it

allows the team to accept and commit to

the leaders goals and decisions members

of effective teams exhibit trust in

their leaders they also trust one

another

interpersonal trust among team members

facilitates cooperation reduces the need

to monitor each other's behavior and

bonds individuals through the belief

that members won't take advantage of

them

in addition to evaluating and rewarding

employees for their individual

contributions management should utilize

hybrid performance systems that

incorporate a group reward to recognize

positive team outcomes

team appraisals profit sharing and small

group incentives can reinforce team

effort and commitment

team composition categories include

variables that relate to how teams

should be staffed

as you can expect opinions vary widely

about the types of members leaders want

on their teams and some evidence

suggests that composition may be more

important at different stages of team

development

a team's performance depends in part on

the knowledge skills and abilities of

individual members abilities set limits

on what members can do and how

effectively they will perform as part of

a team

when solving a complex problem high

ability teams composed of mostly

intelligent members do better than low

ability teams high ability teams are

also more adaptable to changing

environments

smart team leaders help less intelligent

team members when they struggle with a

task a less intelligent leader can

conversely neutralize the effect of a

high ability team

personality significantly influences

individual behavior

conscientious people are good at backing

up other team members and sensing when

their support is truly needed

team composition can be based on

individual personalities to good effect

task conflict enhances performance for

teams with high levels of emotional

stability

open team members communicate better

with one another and throw out more

ideas which makes teams composed of open

people more creative and innovative

teams have different needs and members

should be selected to ensure that all

various roles are filled

most experts agree that keeping teams

small is key to improving group

effectiveness

not every employee is a team player

given the option many employees will

select themselves out of team

participation so managers should

consider individual preferences along

with abilities personalities and skills

high performing teams are likely to be

composed of people who prefer working as

part of a group

team effectiveness includes process

variables like team goals team identity

and team cohesion

why are processes important to team

effectiveness

teams should create outputs greater than

the sum of their inputs

effective teams begin by analyzing the

team's mission developing goals to

achieve that mission and creating

strategies for achieving the goals

members of successful teams put

tremendous amounts of time and effort

into discussing shaping and sharing a

purpose that belongs to them

collectively and individually

effective teams show reflexivity meaning

they reflect on and adjust their purpose

when necessary a team must have a good

plan but team members need to be willing

and able to adapt when conditions call

for it

successful teams translate their common

purpose into specific measurable and

realistic performance goals specific

goals facilitate clear communication

they help teams maintain their focus on

getting results

effective teams have confidence in

themselves they believe they can succeed

we call this team efficacy

teams that have successful rise in their

beliefs about future success which in

turn motivates them to work harder

managers should pay special attention to

fostering team identity in virtual teams

team identity may be lower in virtual

teams which can lead to lower effort on

part of virtual team members

the term team cohesion describes a

situation in which members are

emotionally attached to one another and

motivated towards the team because of

their attachment

team cohesion is a useful tool to

predict team outcomes

some people already possess the

interpersonal skills to be effective

team players

when hiring team members be sure

candidates can fulfill their team roles

as well as technical requirements

creating teams often means resisting the

urge to hire the best talent no matter

what

traits appear to make some people better

candidates for working in diverse teams

training specialists help employees to

experience the satisfaction that

teamwork can provide

workshops help employees improve their

problem solving communication

negotiation conflict management and

coaching skills

it takes time but good team training has

positive tangible effects on performance

teamwork takes more time and often more

resources than individual work

teams have increased communication

demands conflicts to manage and meetings

to run so the benefits of using teams

have to exceed the costs and that's not

always possible

there are three tests you can apply to

help you know whether the work of your

group would be better done in teams

first can the work be done better by

more than one person simple tasks that

don't require diverse input are probably

better left to individuals

does the work create a common purpose or

set of goals for the people in the group

that is more than the aggregate of

individual goals

using teams makes sense when there's an

interdependence among tasks the success

of the whole depends on the success of

each one and the success of each one

depends on the success of the others

there are groups whose performance is

aggregate summations of their individual

performance

[Music]

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