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Making the Team: A Guide for Managers, Fifth Edition

Name: Making the Team: A Guide for Managers, Fifth Edition
Author: Leigh L. Thompson
ISBN: 9780132968089

by Leigh L. Thompson

December 2014

Intermediate to advanced

510 pages

26h 9m

English

Pearson

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Making the Team: A Guide for Managers
Brief Contents
Contents
Preface
Part I The Basics of Teamwork
Chapter 1 Teams in Organizations Facts and Myths
What Is a Team?Why Should Organizations Have Teams?Information Technology CompetitionGlobalization and Culture Multigenerational TeamsTypes of Teams in OrganizationsManager-Led TeamsSelf-Managing TeamsSelf-Directing TeamsSelf-Governing Teams Some Observations about Teams and TeamworkTeams Are Not Always the AnswerManagers Fault the Wrong Causes for Team Failure Managers Fail to Recognize Their Team-Building ResponsibilitiesExperimenting with Failures Leads to Better TeamsConflict Among Team Members Is Not Always a Bad ThingStrong Leadership Is Not Always Necessary for Strong TeamsGood Teams Can Still Fail Under the Wrong CircumstancesRetreats Will Not Fix All the Conflicts Between Team MembersWhat Leaders Tell Us about Their TeamsMost Common Type of TeamTeam SizeTeam Autonomy Versus Manager ControlTeam LongevityThe Most Frustrating Aspect of Teamwork Developing Your Team-Building SkillsSkill 1: Accurate Diagnosis of Team ProblemsSkill 2: Research-Based InterventionSkill 3: Expert LearningA Warning
Chapter Capstone
Chapter 2 Performance and Productivity Team Performance Criteria and Threats to Productivity
An Integrated Model of Successful Team PerformanceTeam ContextOrganizational ContextTeam DesignTeam Culture Essential Conditions for Successful Team PerformanceExpertiseTeam Member SkillsLearning Curves and ExpertiseSocial Facilitation Versus Social InhibitionFlow: Optimal PerformanceStress Versus ChallengeEngagementMotivation GainsSocial LoafingFree RidersThree Main Causes of Free RidingDiffusion of Responsibility.Reduced sense of self-efficacy.Sucker Aversion.Suggestions for Enhancing Successful Team PerformanceIncrease Identifiability.Promote Involvement. Reward Team Members for Performance.Strengthen Team Cohesion.Increase Personal Responsibility. Use Team Charters.Provide Team Performance Reviews and Feedback.Maintain the “Right” Staffing Level.ExecutionUse Single-Digit TeamsHave an AgendaTrain Team Members Together PracticeMinimize Links in CommunicationSet Clear Performance StandardsPerformance CriteriaProductivityCohesionLearning Integration The Team Performance Equation
Chapter Capstone
Chapter 3 Rewarding Teamwork Compensation and Performance Appraisals
Types of Team PayIncentive PayRecognitionCash and NoncashProfit Sharing Gainsharing Teams and Pay for PerformanceTeam Performance AppraisalWhat Is Measured? Job-Based PaySkill-Based PayCompetency-Based PayWho Does the Measuring?Developing a 360-Degree ProgramRater BiasInflation BiasExtrinsic Incentives BiasHomogeneity BiasHalo BiasFundamental Attribution ErrorCommunication MediumExperience Effect Reciprocity BiasBandwagon BiasPrimacy and Recency BiasConflict of Interest Bias Ratee BiasEgocentric BiasIntrinsic InterestSocial ComparisonFairnessListening to AdviceGuiding PrinciplesPrinciple 1: Goals Should Cover Areas That Team Members Can Directly Affect Principle 2: Balance the Mix of Individual and Team-Based PayPrinciple 3: Consult the Team Members Who Will Be AffectedPrinciple 4: Avoid Organizational Myopia Principle 5: Determine Eligibility (Who Qualifies for the Plan)Principle 6: Determine Equity MethodPrinciple 7: Quantify the Criteria Used to Determine PayoutPrinciple 8: Determine How Target Levels of Performance Are Established and UpdatedPrinciple 9: Develop a Budget for the PlanPrinciple 10: Determine Timing of Measurements and Payments Principle 11: Communicate with Those InvolvedPrinciple 12: Plan for the Future

Chapter Capstone
Part II Internal Dynamics
Chapter 4 Designing the Team Tasks, People, and Processes
Building the TeamThe Task: What Work Needs to Be Done?Is the Goal Clearly Defined?How Much Authority Does the Team Have?What Is the Focus of the Work the Team Will Do? Roles and ResponsibilitiesWhat Is the Degree of Task Interdependence Among Team Members?Is There a Correct Solution That Can Be Readily Demonstrated and Communicated to Members?Are Team Members’ Interests Perfectly Aligned (Cooperative), Opposing (Competitive), or Mixed-Motive in Nature?How Big Should the Team Be?Time Pressure: Good or Bad? The People: Who Is Ideally Suited to Do the Work?Diversity Challenges of DiversityUnconscious HomogeneitySurface- Versus Deep-Level DiversityPerceived Versus Actual DiversityFaultlinesHow Much Diversity?ConflictSolos and TokensCreating Diverse TeamsPublicly Commit to Valuing DiversitySolicit Ideas and Best Practices from Employees on How to DiversifyEducate Members on the Advantages of DiversityDiversify at All Levels Processes: How to Work Together?Team StructureTeam NormsDevelopment and EnforcementNorm ViolationChanging Norms Team CoachingTypes of Coaching
Chapter Capstone
Chapter 5 Team Identity, Emotion, and Development
Are We a Team?Group EntitativityGroup IdentityIdentity Fusion Multiple Identities Common Identity and Common BondsRelational and Collective identitySelf-verification and Group-verificationGroup-serving AttributionsGroup Potency and Collective EfficacyGroup Mood and EmotionHow Emotions Get Shared in GroupsEmotional ContagionVicarious AffectBehavioral Entrainment Emotional Intelligence in TeamsLeadership and Group EmotionGroup Cohesion Cohesion and Team BehaviorBuilding Cohesion in GroupsTrustTypes of TrustIncentive-Based Trust Trust Based on FamiliarityTrust Based on SimilarityTrust Based on Social NetworksImplicit TrustMoodStatus Mere Exposure: “He Grew on Me.”Mirroring“Flattery Can Get You Anywhere.”Face-to-Face ContactPsychological SafetyStatusPerceptions of statusStatus competitionTeam Development and SocializationGroup SocializationThe Phases of Group SocializationEvaluation CommitmentRole TransitionUpper Management and Leaders: Make It Clear Why the New Member Is Joining the TeamExisting Team Members: Explain What You Regard to Be the Strengths and Weaknesses of the TeamNew Members: Understand the Team’s Goals and ProcessesOld-timers’ Reactions to NewcomersNewcomer InnovationTurnover and Reorganizations
Chapter Capstone
Chapter 6 Sharpening the Team Mind Communication and Collective Intelligence
Team CommunicationMessage Tuning Message DistortionSaying Is BelievingBiased InterpretationPerspective-Taking FailuresIllusion of TransparencyIndirect Speech ActsUneven CommunicationAbsorptive CapacityThe Information Dependence ProblemThe Common Information EffectHidden ProfileBest Practices for Optimal Information SharingThings That Don’t WorkIncrease the Amount of DiscussionSeparate Review and DecisionsIncrease the Size of the Team Increase Information LoadAccountabilityPrediscussion Polling Effective InterventionsRedirect and Maintain the Focus of the Discussion to Unshared (Unique) InformationApproach the Task as a “Problem” to Be Solved, Not a “Judgment” to Be MadeRank Rather Than ChooseConsider the Decision Alternatives One at a TimeHeighten Team Members’ Awareness of the Types of Information Likely to Be Possessed by Different IndividualsSuspend Initial Judgment Build Trust and Familiarity Among Team MembersTeam ReflexivityCommunicate ConfidenceMinimize Status DifferencesVirtual TeamingCollaborative Problem Solving Collective IntelligenceTeam Mental ModelsAccuracyCorrespondenceThe Team Mind: Transactive Memory SystemsTacit CoordinationThe TMS and Team Performance Developing a TMS in TeamsExample of Training in Work Groups Recommendations for Team DevelopmentWork PlanningOptimizing Human ResourcesMonitor Stress and PressureTeams That Will Work Together Should Train TogetherPlan for TurnoverTeam Learning Learning from the EnvironmentLearning from Newcomers and RotatorsLearning from Vicarious Versus in Vivo ExperienceLearning from Threat, Change, and FailureTeam Longevity: Routinization Versus Innovation Trade-Offs
Chapter Capstone
Chapter 7 Team Decision Making Pitfalls and Solutions
Decision Making in TeamsIndividual Decision-Making Biases Framing BiasOverconfidenceConfirmation BiasDecision FatigueIndividual versus Group Decision Making in Demonstrable TasksGroup Decision RulesDecision-Making Pitfall 1: GroupthinkLearning from HistoryHow to Avoid GroupthinkMonitor Team SizeProvide a Face-saving Mechanism for TeamsThe Risk TechniqueInvite Different PerspectivesAppoint a Devil’s AdvocateStructure Discussion PrinciplesEstablish Procedures for Protecting Alternative ViewpointsSecond SolutionBeware of Time PressureDecision-Making Pitfall 2: Escalation of CommitmentProject DeterminantsPsychological DeterminantsWhat Are the Personal Rewards for Me in This Project?Are My Ego and the Team’s Reputation on the Line?Social DeterminantsStructural DeterminantsAvoiding Escalation of Commitment to a Losing Course of ActionSet LimitsAvoid the Bystander EffectAvoid Tunnel VisionRecognize Sunk CostsAvoid Bad MoodExternal ReviewDecision-Making Pitfall 3: The Abilene ParadoxHow to Avoid the Abilene ParadoxConfront the Issue in a Team SettingConduct a Private VoteMinimize Status DifferencesUtilize The Scientific Method Provide a Formal Forum for Controversial ViewsTake Responsibility for FailureDecision-Making Pitfall 4: Group PolarizationThe Need to Be RightThe Need to Be LikedConformity PressureDecision-Making Pitfall 5: Unethical Decision MakingRational Expectations ModelFalse ConsensusVicarious LicensingDesensitization Accountability for BehaviorContemplationEliminate Conflicts of InterestCreate Cultures of IntegrityFuture Self-Orientation
Chapter Capstone
Chapter 8 Conflict in Teams Leveraging Differences to Create Opportunity
Types of ConflictRelationship, Task, and Process ConflictProportional and Perceptual ConflictTypes of Conflict and Work Team EffectivenessConflict In Teams Power and ConflictConflict in Cross-Functional TeamsMinority and Majority Conflicts in TeamsConflict in Culturally Diverse TeamsWork–Family Conflict in TeamsConflict Management ApproachesThe Managerial GridA Contingency Theory of Task Conflict and Performance in Teams Interests, Rights, and Power Model of DisputingWageman and Donnenfelds’ Conflict Intervention ModelFairness and ConflictNorms of FairnessDistributive and Procedural Justice
Chapter Capstone
Chapter 9 Creativity Mastering Strategies for High Performance
Creative RealismMeasuring Creativity Convergent and Divergent ThinkingExploration and ExploitationCreative People or Creative Teams?BrainstormingBrainstorming on TrialThreats to Team CreativitySocial LoafingConformityProduction BlockingPerformance MatchingWhat Goes on During a Typical Group Brainstorming Session?Enhancing Team CreativityCognitive-Goal InstructionsSet High-Quantity GoalsCompetitionFocus on CategoriesExplicit Set of RulesIncrease Individual AccountabilityEnergizing StatesAnalogical ReasoningSocial-Organizational MethodsTrained FacilitatorsBrainwritingBrief BreaksBackground NoiseFeedback Nominal Group Technique Delphi TechniqueStepladder TechniqueStructural-Environmental MethodsDiversify the TeamFluid MembershipOrganizational NetworkingEmpowered teamsElectronic BrainstormingAdvantages of Electronic Brainstorming Parallel Entry of IdeasAnonymitySizeProximityMemoryRefinement and Evaluation of IdeasEqualityDisadvantages of Electronic BrainstormingSmall TeamsLoss of Social InteractionLoss of Power Lack of Recognition
Chapter Capstone
Part Three External Dynamics
Chapter 10 Networking, Social Capital, and Integrating across Teams
Team BoundariesInsulating TeamsBroadcasting TeamsMarketing TeamsSurveying Teams X-TeamsExternal Roles of Team MembersNetworking: A Key to Successful TeamworkCommunication Human Capital and Social CapitalBoundary SpanningCliques Versus Boundary-Spanning NetworksTeam Social CapitalLeadership TiesIncreasing Your Social CapitalAnalyze Your Social NetworkIdentify Structural Holes in Your OrganizationExpand the Size of the NetworkDiversify NetworksBuild Hierarchical NetworksUnderstand Gender Scripts in NetworksMultiteam Systems Types of Ties in TeamsKnowledge Valuation
Chapter Capstone
Chapter 11 Leadership Managing the Paradox
The Leadership ParadoxLeadership and ManagementLeaders and the Nature–Nurture DebateTrait Theories of LeadershipIntelligence and LeadershipPersonality and LeadershipBirth Order and LeadershipGender and LeadershipIncremental Theories of Leadership Seating ArrangementsRandom Selection of LeadersLeadership StylesTask Versus Person LeadershipTransactional Versus Transformational LeadershipAutocratic Versus Democratic LeadershipLeader MoodWhat Teams Expect of leadersImplicit Leadership TheoriesStatus, Uncertainty, and Leadership ExpectationsPerceptions of Male and Female LeadersLeader–Member ExchangeKey Attributes That Influence Differential TreatmentAdvantages of Differential TreatmentDisadvantages of Differential TreatmentLeadership and PowerSources of PowerUsing PowerEncouraging Participative ManagementTask DelegationParallel Suggestion InvolvementJob InvolvementOrganizational Involvement
Chapter Capstone
Chapter 12 Interteam Relations Balancing Competition and Cooperation
Personal and Team IdentityIndividual, Relational, and Collective SelvesIndependent Versus Interdependent Self-OrientationSelf-Interest Versus Group InterestIn-Groups and Out-Groups Optimal Distinctiveness TheoryBalancing the Need to Belong and the Need to Be DistinctIntrateam and Interteam RespectInterteam RelationshipsSocial ComparisonTeam Discontinuity EffectTeam RivalryPostmerger BehaviorIntergroup Conflict Realistic ConflictSymbolic ConflictMixed-Motive ConflictExtremismBiases Associated with Intergroup ConflictStereotypingCategorization: Us Versus ThemIn-Group Bias (or “We Are Better Than Them”)Racism and Racial DiscriminationDenialOut-Group Homogeneity BiasOut-Group Approach BiasReducing Intergroup ConflictContactPerspective Taking and Perspective GivingApology and HelpAffirmation
Chapter Capstone
Chapter 13 Teaming Across Distance and Culture
Place–Time Model of Social InteractionFace-to-Face CommunicationSame Time, Different PlaceLoss of Informal Communication Disconnected FeedbackLoss of Informal ModelingOut-of-the-Loop EmployeesDifferent Time, Same PlaceDifferent Place, Different TimeLost In TranslationE-Mail and ProductivityCommunication Technology and HealthCommunity BuildingInformation Technology and Social BehaviorReduced Status Differences: The “Weak Get Strong” EffectEqualization of ParticipationIncreased Time to Make DecisionsCommunicationRisk TakingSocial NormsTask Performance and Decision QualityTrust and RapportVirtual TeamsThreats to Virtual TeamworkStrategies for Enhancing Virtual TeamworkTechnologyBoundary ObjectsInitial Face-to-Face Experience SchmoozingEnhancing The Effectiveness Of Virtual TeamsShow IntegrityCoach the Virtual TeamCross-Cultural TeamworkCultural IntelligenceWork WaysCultural ValuesIndividualism Versus CollectivismEgalitarianism Versus HierarchyDirect Versus Indirect CommunicationManaging Multicultural Teamschange and adaptationTransactive memory systems
Chapter Capstone
Appendixes Appendix 1 Managing Meetings: A Toolkit
The 4P Meeting Management ModelDealing with Problem People in MeetingsCommon Meeting Diseases and Fallacies
Appendix 2 Tips for Meeting Facilitators
Do Your HomeworkPlan the Physical Environment Explain Who You Are and Why You Are ThereFind Out Who the Group IsEstablish Ground RulesCreate an AgendaClosing the Meeting Solicit Feedback for Yourself and the Group
Appendix 3 A Guide for Creating Effective Study Groups
Very Early OnSometime during the First Week or TwoAfter the Group is Well Under WayOn a Regular BasisSpecial Tips for Long-Term Study Groups
Appendix 4 Example Items from Peer Evaluations and 360-Degree Performance Evaluations
Industrial Example of 360-Degree Evaluations
References
Name Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
v
w
X
Y
Z
Subject Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
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W
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Content preview from Making the Team: A Guide for Managers, Fifth Edition

Chapter 7 Team Decision Making

Pitfalls and Solutions

In the years leading up to JPMorgan Chase’s $2B trading loss, risk managers and senior investment bankers raised concerns that the bank was making increasingly large investments involving complex trades. However, concerns about the dangers were ignored and dismissed. CEO Jamie Dimon approved the risky trades, and this contributed to an atmosphere of disregard. Even though Dimon was renowned for his ability to sense risk, he failed to heed the alarm bells that sounded in April 2012. Instead, Dimon was convinced by Ina Drew, who led the investment office, that the turbulence was manageable. Unfortunately, no one questioned Drew’s conclusion, and, moreover, the operating committee was not even ...

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Making the Team: A Guide for Managers, Fifth Edition

by Leigh L. Thompson

Chapter 7 Team Decision Making

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