Making the Team: A Guide for Managers, Fifth Edition

Table of contents

1. Making the Team: A Guide for Managers
2. Brief Contents
3. Contents
4. Preface
5. Part I The Basics of Teamwork
   1. Chapter 1 Teams in Organizations Facts and Myths
      1. What Is a Team?
      2. Why Should Organizations Have Teams?
         1. Information Technology
         2. Competition
         3. Globalization and Culture
         4. Multigenerational Teams
      3. Types of Teams in Organizations
         1. Manager-Led Teams
         2. Self-Managing Teams
         3. Self-Directing Teams
         4. Self-Governing Teams
      4. Some Observations about Teams and Teamwork
         1. Teams Are Not Always the Answer
         2. Managers Fault the Wrong Causes for Team Failure
         3. Managers Fail to Recognize Their Team-Building Responsibilities
         4. Experimenting with Failures Leads to Better Teams
         5. Conflict Among Team Members Is Not Always a Bad Thing
         6. Strong Leadership Is Not Always Necessary for Strong Teams
         7. Good Teams Can Still Fail Under the Wrong Circumstances
         8. Retreats Will Not Fix All the Conflicts Between Team Members
      5. What Leaders Tell Us about Their Teams
         1. Most Common Type of Team
         2. Team Size
         3. Team Autonomy Versus Manager Control
         4. Team Longevity
         5. The Most Frustrating Aspect of Teamwork
      6. Developing Your Team-Building Skills
         1. Skill 1: Accurate Diagnosis of Team Problems
         2. Skill 2: Research-Based Intervention
         3. Skill 3: Expert Learning
      7. A Warning
      8. Chapter Capstone
   2. Chapter 2 Performance and Productivity Team Performance Criteria and Threats to Productivity
      1. An Integrated Model of Successful Team Performance
         1. Team Context
            1. Organizational Context
            2. Team Design
            3. Team Culture
         2. Essential Conditions for Successful Team Performance
            1. Expertise
               1. Team Member Skills
               2. Learning Curves and Expertise
               3. Social Facilitation Versus Social Inhibition
               4. Flow: Optimal Performance
               5. Stress Versus Challenge
            2. Engagement
               1. Motivation Gains
               2. Social Loafing
               3. Free Riders
               4. Three Main Causes of Free Riding
                  1. Diffusion of Responsibility.
                  2. Reduced sense of self-efficacy.
                  3. Sucker Aversion.
               5. Suggestions for Enhancing Successful Team Performance
                  1. Increase Identifiability.
                  2. Promote Involvement.
                  3. Reward Team Members for Performance.
                  4. Strengthen Team Cohesion.
                  5. Increase Personal Responsibility.
                  6. Use Team Charters.
                  7. Provide Team Performance Reviews and Feedback.
                  8. Maintain the “Right” Staffing Level.
            3. Execution
               1. Use Single-Digit Teams
               2. Have an Agenda
               3. Train Team Members Together
               4. Practice
               5. Minimize Links in Communication
               6. Set Clear Performance Standards
         3. Performance Criteria
            1. Productivity
            2. Cohesion
         4. Learning 
         5. Integration 
      2. The Team Performance Equation
      3. Chapter Capstone
   3. Chapter 3 Rewarding Teamwork Compensation and Performance Appraisals
      1. Types of Team Pay
         1. Incentive Pay
         2. Recognition
            1. Cash and Noncash
         3. Profit Sharing
         4. Gainsharing
      2. Teams and Pay for Performance
      3. Team Performance Appraisal
         1. What Is Measured?
            1. Job-Based Pay
            2. Skill-Based Pay
            3. Competency-Based Pay
         2. Who Does the Measuring?
         3. Developing a 360-Degree Program
      4. Rater Bias
         1. Inflation Bias
         2. Extrinsic Incentives Bias
         3. Homogeneity Bias
         4. Halo Bias
         5. Fundamental Attribution Error
         6. Communication Medium
         7. Experience Effect
         8. Reciprocity Bias
         9. Bandwagon Bias
         10. Primacy and Recency Bias
         11. Conflict of Interest Bias
      5. Ratee Bias
         1. Egocentric Bias
         2. Intrinsic Interest
         3. Social Comparison
         4. Fairness
         5. Listening to Advice
      6. Guiding Principles
         1. Principle 1: Goals Should Cover Areas That Team Members Can Directly Affect
         2. Principle 2: Balance the Mix of Individual and Team-Based Pay
         3. Principle 3: Consult the Team Members Who Will Be Affected
         4. Principle 4: Avoid Organizational Myopia
         5. Principle 5: Determine Eligibility (Who Qualifies for the Plan)
         6. Principle 6: Determine Equity Method
         7. Principle 7: Quantify the Criteria Used to Determine Payout
         8. Principle 8: Determine How Target Levels of Performance Are Established and Updated
         9. Principle 9: Develop a Budget for the Plan
         10. Principle 10: Determine Timing of Measurements and Payments
         11. Principle 11: Communicate with Those Involved
         12. Principle 12: Plan for the Future
      7. Chapter Capstone
6. Part II Internal Dynamics
   1. Chapter 4 Designing the Team Tasks, People, and Processes
      1. Building the Team
         1. The Task: What Work Needs to Be Done?
         2. Is the Goal Clearly Defined?
         3. How Much Authority Does the Team Have?
         4. What Is the Focus of the Work the Team Will Do?
            1. Roles and Responsibilities
         5. What Is the Degree of Task Interdependence Among Team Members?
         6. Is There a Correct Solution That Can Be Readily Demonstrated and Communicated to Members?
         7. Are Team Members’ Interests Perfectly Aligned (Cooperative), Opposing (Competitive), or Mixed-Motive in Nature?
         8. How Big Should the Team Be?
         9. Time Pressure: Good or Bad?
      2. The People: Who Is Ideally Suited to Do the Work?
         1. Diversity
            1. Challenges of Diversity
               1. Unconscious Homogeneity
               2. Surface- Versus Deep-Level Diversity
               3. Perceived Versus Actual Diversity
               4. Faultlines
               5. How Much Diversity?
               6. Conflict
               7. Solos and Tokens
            2. Creating Diverse Teams
               1. Publicly Commit to Valuing Diversity
               2. Solicit Ideas and Best Practices from Employees on How to Diversify
               3. Educate Members on the Advantages of Diversity
               4. Diversify at All Levels
      3. Processes: How to Work Together?
         1. Team Structure
         2. Team Norms
            1. Development and Enforcement
            2. Norm Violation
            3. Changing Norms
         3. Team Coaching
            1. Types of Coaching
      4. Chapter Capstone
   2. Chapter 5 Team Identity, Emotion, and Development
      1. Are We a Team?
         1. Group Entitativity
         2. Group Identity
         3. Identity Fusion 
            1. Multiple Identities
            2. Common Identity and Common Bonds
            3. Relational and Collective identity
         4. Self-verification and Group-verification
         5. Group-serving Attributions
      2. Group Potency and Collective Efficacy
      3. Group Mood and Emotion
         1. How Emotions Get Shared in Groups
            1. Emotional Contagion
            2. Vicarious Affect
            3. Behavioral Entrainment
         2. Emotional Intelligence in Teams
         3. Leadership and Group Emotion
      4. Group Cohesion
         1. Cohesion and Team Behavior
         2. Building Cohesion in Groups
      5. Trust
         1. Types of Trust
            1. Incentive-Based Trust
            2. Trust Based on Familiarity
            3. Trust Based on Similarity
            4. Trust Based on Social Networks
            5. Implicit Trust
               1. Mood
               2. Status
               3. Mere Exposure: “He Grew on Me.”
               4. Mirroring
               5. “Flattery Can Get You Anywhere.”
               6. Face-to-Face Contact
         2. Psychological Safety
      6. Status
         1. Perceptions of status
         2. Status competition
      7. Team Development and Socialization
         1. Group Socialization
         2. The Phases of Group Socialization
            1. Evaluation
            2. Commitment
            3. Role Transition
               1. Upper Management and Leaders: Make It Clear Why the New Member Is Joining the Team
               2. Existing Team Members: Explain What You Regard to Be the Strengths and Weaknesses of the Team
               3. New Members: Understand the Team’s Goals and Processes
         3. Old-timers’ Reactions to Newcomers
         4. Newcomer Innovation
         5. Turnover and Reorganizations
      8. Chapter Capstone
   3. Chapter 6 Sharpening the Team Mind Communication and Collective Intelligence
      1. Team Communication
         1. Message Tuning
         2. Message Distortion
         3. Saying Is Believing
         4. Biased Interpretation
         5. Perspective-Taking Failures
         6. Illusion of Transparency
         7. Indirect Speech Acts
         8. Uneven Communication
      2. Absorptive Capacity
      3. The Information Dependence Problem
         1. The Common Information Effect
         2. Hidden Profile
         3. Best Practices for Optimal Information Sharing
            1. Things That Don’t Work
               1. Increase the Amount of Discussion
               2. Separate Review and Decisions
               3. Increase the Size of the Team
               4. Increase Information Load
               5. Accountability
               6. Prediscussion Polling
            2. Effective Interventions
               1. Redirect and Maintain the Focus of the Discussion to Unshared (Unique) Information
               2. Approach the Task as a “Problem” to Be Solved, Not a “Judgment” to Be Made
               3. Rank Rather Than Choose
               4. Consider the Decision Alternatives One at a Time
               5. Heighten Team Members’ Awareness of the Types of Information Likely to Be Possessed by Different Individuals
               6. Suspend Initial Judgment
               7. Build Trust and Familiarity Among Team Members
               8. Team Reflexivity
               9. Communicate Confidence
               10. Minimize Status Differences
               11. Virtual Teaming
      4. Collaborative Problem Solving
      5. Collective Intelligence
         1. Team Mental Models
            1. Accuracy
            2. Correspondence
         2. The Team Mind: Transactive Memory Systems
            1. Tacit Coordination
         3. The TMS and Team Performance 
            1. Developing a TMS in Teams
            2. Example of Training in Work Groups
            3. Recommendations for Team Development
               1. Work Planning
               2. Optimizing Human Resources
               3. Monitor Stress and Pressure
               4. Teams That Will Work Together Should Train Together
               5. Plan for Turnover
      6. Team Learning
         1. Learning from the Environment
         2. Learning from Newcomers and Rotators
         3. Learning from Vicarious Versus in Vivo Experience
         4. Learning from Threat, Change, and Failure
         5. Team Longevity: Routinization Versus Innovation Trade-Offs
      7. Chapter Capstone
   4. Chapter 7 Team Decision Making Pitfalls and Solutions
      1. Decision Making in Teams
      2. Individual Decision-Making Biases
         1. Framing Bias
         2. Overconfidence
         3. Confirmation Bias
         4. Decision Fatigue
      3. Individual versus Group Decision Making in Demonstrable Tasks
         1. Group Decision Rules
      4. Decision-Making Pitfall 1: Groupthink
         1. Learning from History
         2. How to Avoid Groupthink
            1. Monitor Team Size
            2. Provide a Face-saving Mechanism for Teams
            3. The Risk Technique
            4. Invite Different Perspectives
            5. Appoint a Devil’s Advocate
            6. Structure Discussion Principles
            7. Establish Procedures for Protecting Alternative Viewpoints
            8. Second Solution
            9. Beware of Time Pressure
      5. Decision-Making Pitfall 2: Escalation of Commitment
         1. Project Determinants
         2. Psychological Determinants
            1. What Are the Personal Rewards for Me in This Project?
            2. Are My Ego and the Team’s Reputation on the Line?
         3. Social Determinants
         4. Structural Determinants
         5. Avoiding Escalation of Commitment to a Losing Course of Action
            1. Set Limits
            2. Avoid the Bystander Effect
            3. Avoid Tunnel Vision
            4. Recognize Sunk Costs
            5. Avoid Bad Mood
            6. External Review
      6. Decision-Making Pitfall 3: The Abilene Paradox
         1. How to Avoid the Abilene Paradox
            1. Confront the Issue in a Team Setting
               1. Conduct a Private Vote
            2. Minimize Status Differences
            3. Utilize The Scientific Method
            4. Provide a Formal Forum for Controversial Views
            5. Take Responsibility for Failure
      7. Decision-Making Pitfall 4: Group Polarization
         1. The Need to Be Right
         2. The Need to Be Liked
         3. Conformity Pressure
      8. Decision-Making Pitfall 5: Unethical Decision Making
         1. Rational Expectations Model
         2. False Consensus
         3. Vicarious Licensing
         4. Desensitization
            1. Accountability for Behavior
            2. Contemplation
            3. Eliminate Conflicts of Interest
            4. Create Cultures of Integrity
            5. Future Self-Orientation
      9. Chapter Capstone
   5. Chapter 8 Conflict in Teams Leveraging Differences to Create Opportunity
      1. Types of Conflict
         1. Relationship, Task, and Process Conflict
         2. Proportional and Perceptual Conflict
      2. Types of Conflict and Work Team Effectiveness
      3. Conflict In Teams
         1. Power and Conflict
         2. Conflict in Cross-Functional Teams
         3. Minority and Majority Conflicts in Teams
         4. Conflict in Culturally Diverse Teams
         5. Work–Family Conflict in Teams
      4. Conflict Management Approaches
         1. The Managerial Grid
         2. A Contingency Theory of Task Conflict and Performance in Teams
         3. Interests, Rights, and Power Model of Disputing
         4. Wageman and Donnenfelds’ Conflict Intervention Model
      5. Fairness and Conflict
         1. Norms of Fairness
         2. Distributive and Procedural Justice
      6. Chapter Capstone
   6. Chapter 9 Creativity Mastering Strategies for High Performance
      1. Creative Realism
      2. Measuring Creativity
         1. Convergent and Divergent Thinking
         2. Exploration and Exploitation
      3. Creative People or Creative Teams?
         1. Brainstorming
         2. Brainstorming on Trial
      4. Threats to Team Creativity
         1. Social Loafing
         2. Conformity
         3. Production Blocking
         4. Performance Matching
         5. What Goes on During a Typical Group Brainstorming Session?
      5. Enhancing Team Creativity
         1. Cognitive-Goal Instructions
            1. Set High-Quantity Goals
            2. Competition
            3. Focus on Categories
            4. Explicit Set of Rules
            5. Increase Individual Accountability
            6. Energizing States
            7. Analogical Reasoning
         2. Social-Organizational Methods
            1. Trained Facilitators
            2. Brainwriting
            3. Brief Breaks
            4. Background Noise
            5. Feedback
            6. Nominal Group Technique
            7. Delphi Technique
            8. Stepladder Technique
         3. Structural-Environmental Methods
            1. Diversify the Team
            2. Fluid Membership
            3. Organizational Networking
            4. Empowered teams
      6. Electronic Brainstorming
         1. Advantages of Electronic Brainstorming
            1. Parallel Entry of Ideas
            2. Anonymity
            3. Size
            4. Proximity
            5. Memory
            6. Refinement and Evaluation of Ideas
            7. Equality
         2. Disadvantages of Electronic Brainstorming
            1. Small Teams
            2. Loss of Social Interaction
            3. Loss of Power
            4. Lack of Recognition
      7. Chapter Capstone
7. Part Three External Dynamics
   1. Chapter 10 Networking, Social Capital, and Integrating across Teams
      1. Team Boundaries
         1. Insulating Teams
         2. Broadcasting Teams
         3. Marketing Teams
         4. Surveying Teams
         5. X-Teams
      2. External Roles of Team Members
      3. Networking: A Key to Successful Teamwork
         1. Communication
         2. Human Capital and Social Capital
         3. Boundary Spanning
         4. Cliques Versus Boundary-Spanning Networks
         5. Team Social Capital
         6. Leadership Ties
      4. Increasing Your Social Capital
         1. Analyze Your Social Network
         2. Identify Structural Holes in Your Organization
         3. Expand the Size of the Network
         4. Diversify Networks
         5. Build Hierarchical Networks
         6. Understand Gender Scripts in Networks
         7. Multiteam Systems
      5. Types of Ties in Teams
      6. Knowledge Valuation
      7. Chapter Capstone
   2. Chapter 11 Leadership Managing the Paradox
      1. The Leadership Paradox
      2. Leadership and Management
      3. Leaders and the Nature–Nurture Debate
         1. Trait Theories of Leadership
            1. Intelligence and Leadership
            2. Personality and Leadership
            3. Birth Order and Leadership
            4. Gender and Leadership
         2. Incremental Theories of Leadership
            1. Seating Arrangements
            2. Random Selection of Leaders
      4. Leadership Styles
         1. Task Versus Person Leadership
         2. Transactional Versus Transformational Leadership
         3. Autocratic Versus Democratic Leadership
         4. Leader Mood
      5. What Teams Expect of leaders
         1. Implicit Leadership Theories
         2. Status, Uncertainty, and Leadership Expectations
         3. Perceptions of Male and Female Leaders
      6. Leader–Member Exchange
         1. Key Attributes That Influence Differential Treatment
         2. Advantages of Differential Treatment
         3. Disadvantages of Differential Treatment
      7. Leadership and Power
         1. Sources of Power
         2. Using Power
      8. Encouraging Participative Management
         1. Task Delegation
         2. Parallel Suggestion Involvement
         3. Job Involvement
         4. Organizational Involvement
      9. Chapter Capstone
   3. Chapter 12 Interteam Relations Balancing Competition and Cooperation
      1. Personal and Team Identity
         1. Individual, Relational, and Collective Selves
         2. Independent Versus Interdependent Self-Orientation
         3. Self-Interest Versus Group Interest
         4. In-Groups and Out-Groups
         5. Optimal Distinctiveness Theory
         6. Balancing the Need to Belong and the Need to Be Distinct
         7. Intrateam and Interteam Respect
      2. Interteam Relationships
         1. Social Comparison
         2. Team Discontinuity Effect
         3. Team Rivalry
         4. Postmerger Behavior
         5. Intergroup Conflict
            1. Realistic Conflict
            2. Symbolic Conflict
            3. Mixed-Motive Conflict
            4. Extremism
      3. Biases Associated with Intergroup Conflict
         1. Stereotyping
         2. Categorization: Us Versus Them
         3. In-Group Bias (or “We Are Better Than Them”)
         4. Racism and Racial Discrimination
         5. Denial
         6. Out-Group Homogeneity Bias
         7. Out-Group Approach Bias
      4. Reducing Intergroup Conflict
         1. Contact
         2. Perspective Taking and Perspective Giving
         3. Apology and Help
         4. Affirmation
      5. Chapter Capstone
   4. Chapter 13 Teaming Across Distance and Culture
      1. Place–Time Model of Social Interaction
         1. Face-to-Face Communication
         2. Same Time, Different Place
            1. Loss of Informal Communication
            2. Disconnected Feedback
            3. Loss of Informal Modeling
            4. Out-of-the-Loop Employees
         3. Different Time, Same Place
         4. Different Place, Different Time
            1. Lost In Translation
            2. E-Mail and Productivity
            3. Communication Technology and Health
            4. Community Building
      2. Information Technology and Social Behavior
         1. Reduced Status Differences: The “Weak Get Strong” Effect
         2. Equalization of Participation
         3. Increased Time to Make Decisions
         4. Communication
         5. Risk Taking
         6. Social Norms
         7. Task Performance and Decision Quality
         8. Trust and Rapport
      3. Virtual Teams
         1. Threats to Virtual Teamwork
         2. Strategies for Enhancing Virtual Teamwork
            1. Technology
            2. Boundary Objects
            3. Initial Face-to-Face Experience
            4. Schmoozing
            5. Enhancing The Effectiveness Of Virtual Teams
            6. Show Integrity
            7. Coach the Virtual Team
      4. Cross-Cultural Teamwork
         1. Cultural Intelligence
         2. Work Ways
         3. Cultural Values
            1. Individualism Versus Collectivism
            2. Egalitarianism Versus Hierarchy
            3. Direct Versus Indirect Communication
         4. Managing Multicultural Teams
            1. change and adaptation
            2. Transactive memory systems
      5. Chapter Capstone
8. Appendixes Appendix 1 Managing Meetings: A Toolkit
   1. The 4P Meeting Management Model
   2. Dealing with Problem People in Meetings
   3. Common Meeting Diseases and Fallacies
9. Appendix 2 Tips for Meeting Facilitators
   1. Do Your Homework
   2. Plan the Physical Environment
   3. Explain Who You Are and Why You Are There
   4. Find Out Who the Group Is
   5. Establish Ground Rules
   6. Create an Agenda
   7. Closing the Meeting
   8. Solicit Feedback for Yourself and the Group
10. Appendix 3 A Guide for Creating Effective Study Groups
    1. Very Early On
    2. Sometime during the First Week or Two
    3. After the Group is Well Under Way
    4. On a Regular Basis
    5. Special Tips for Long-Term Study Groups
11. Appendix 4 Example Items from Peer Evaluations and 360-Degree Performance Evaluations
    1. Industrial Example of 360-Degree Evaluations
12. References
13. Name Index
    1. A
    2. B
    3. C
    4. D
    5. E
    6. F
    7. G
    8. H
    9. I
    10. J
    11. K
    12. L
    13. M
    14. N
    15. O
    16. P
    17. Q
    18. R
    19. S
    20. T
    21. U
    22. v
    23. w
    24. X
    25. Y
    26. Z
14. Subject Index
    1. A
    2. B
    3. C
    4. D
    5. E
    6. F
    7. G
    8. H
    9. I
    10. J
    11. K
    12. L
    13. M
    14. N
    15. O
    16. P
    17. Q
    18. R
    19. S
    20. T
    21. U
    22. V
    23. W
    24. X
    25. Y