Sajid Ali BBF 16046

Adding Value to Professional Teams

As we discussed in Chapter 1, the workplace is changing. Collaboration is the
rule today. As reported in a BusinessWeek study, a majority of white-collar
professionals (82 percent) need to partner with others to complete their
work.23 Similarly, research by design company Gensler shows that the 2,000
knowledge workers surveyed nationally spent on average about 20 percent of
their time collaborating.24 Workers collaborate not only at their desks but also
informally in hallways and unassigned work spaces or in rooms equipped with
the latest teleconferencing tools. Many connect remotely with their smart
electronic devices. Needless to say, solid soft skills rule in face-to-face as well as
far-flung teams.

Understanding Teams and the Four Phases of Team

Development
▪ Better decisions. Decisions are generally more accurate and effective because
group and team members contribute different expertise and perspectives.
▪ Faster responses. When action is necessary to respond to competition or to
solve a problem, small groups and teams can act rapidly.
▪ Increased productivity. Because they are often closer to the action and to the
customer, team members can see opportunities for improving efficiency.
▪ Greater buy-in. Decisions arrived at jointly are usually better received because
members are committed to the solution and are more willing to support it.
▪ Less resistance to change. People who have input into decisions are less
hostile, aggressive, and resistant to change.
▪ Improved employee morale. Personal satisfaction and job morale increase
when teams are successful.
▪ Reduced risks. Responsibility for a decision is diffused, thus carrying less risk
for any individual.
Sajid Ali BBF 16046

Four Phases of Team Development in Decision Making

Forming
• Select members. • Become acquainted. • Build trust. • Form collaborative
culture.
Storming
• Identify problems. • Collect and share information. • Establish decision
criteria. • Prioritize goals.
Norming
• Discuss alternatives. • Evaluate outcomes. • Apply criteria. • Prioritize
alternatives.
Performing
• Select alternative. • Analyze effects. • Implement plan. • Manage project.

Identifying Positive and Negative Team Behavior

How can you be a high-performing team member? Show your commitment to
achieving the group’s purpose by displaying positive behavior. For example, the
most effective groups have members who are willing to establish rules and
abide by them. They help to resolve differences and encourage a warm,
supportive climate by praising and agreeing with others. When agreement is
near, they move the group toward its goal by summarizing points of
understanding. These and other positive traits are shown in Figure 11.5.

Defining Successful Teams

The use of teams has been called the solution to many ills in the current
workplace.31 Someone even observed that as an acronym TEAM means
“Together, Everyone Achieves More
Sajid Ali BBF 16046

Stay Small and Embrace Diversity

Teams may range from 2 to 25 members, although 4 or 5 is an optimal number
for many projects. Larger groups have trouble interacting constructively, much
less agreeing on actions.33 Jeff Bezos, chairman and CEO of Amazon.com,
reportedly said: “If you can’t feed a team with two pizzas, the size of the team is
too large.

Agree on a Purpose
An effective team begins with a purpose. Working from a general purpose to
specific goals typically requires a huge investment of time and effort.
Meaningful discussions, however, motivate team members to buy in to the
project. When the Great Lakes Coast Guard faced the task of keeping commerce
moving when the lakes and rivers froze, it brought all the stakeholders together
to discuss the mission. The U.S. Coast Guard.

Agree on Procedures
The best teams develop procedures to guide them. They set up intermediate
goals with deadlines. They assign roles and tasks, requiring all members to
contribute equivalent amounts of real work. They decide how they will reach
decisions, whether by majority vote, reaching consensus, or other methods.
Procedures are continually evaluated to ensure movement toward the
attainment of the team’s goals.

Confront Conflict
Poorly functioning teams avoid conflict, preferring sulking, gossiping, or
backstabbing. A better plan is to acknowledge conflict and address the root of
the problem openly using the six-step plan outlined in Figure 11.6. Although it
may feel emotionally risky, direct confrontation saves time and enhances team
commitment in the long run. To be constructive, however, confrontation must
be task oriented, not person oriented. An open airing of differences,