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Because learning changes everything.®

CHAPTER 13
GROUPS & TEAMS
Increasing Cooperation,
Reducing Conflict

© 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. ©Olivier Renck/ Getty Images
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.

LEARNING OBJECTIVES

13-1 Identify the characteristics of groups and teams.

13-2 Describe the development of groups and teams.

13-3 Discuss ways managers can build effective teams.

13-4 Describe ways managers can deal successfully

with conflict.

13-5 Describe how to develop the career readiness

competency of teamwork/collaboration.

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MANAGING TEAM CONFLICT LIKE A PRO

• Acknowledge a Conflict Exists

• Ask a Lot of Questions
• Frame the Conflict around Behavior,
Not Personalities
• Remind Team Members about the
Group Norms
• Choose Your Words with Care
• Remember Conflict Can Be
Productive

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GROUPS VERSUS TEAMS

Groups and Teams: How Do They Differ?

Formal versus Informal Groups

Types of Teams

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GROUPS AND TEAMS: HOW DO THEY DIFFER?

• What a Group Is: A Collection of People

Performing as Individuals
• What a Team Is: A Collection of People with
Common Commitment

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FORMAL VERSUS INFORMAL GROUPS

• Groups can be either formal or informal.

• Formal groups—created to accomplish specific
goals
• Informal groups—created for friendship

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TYPES OF TEAMS

• Work teams
• Project teams
• Cross-functional teams
• Self-managed teams
• Virtual teams

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STAGES OF GROUP AND TEAM DEVELOPMENT

Tuckman’s Five-Stage Model

Punctuated Equilibrium

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TUCKMAN’S FIVE-STAGE MODEL

• Stage 1: Forming—“Why are we here?”

• Stage 2: Storming—“Why are we fighting over
who’s in charge and who does what?”
• Stage 3: Norming—“Can we agree on roles and
work as a team?”
• Stage 4: Performing—“Can we do the job
properly?”
• Stage 5: Adjourning—“Can we help members
transition out?”
• Is Tuckman’s model accurate?

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FIGURE 13.1 FIVE STAGES OF GROUP AND TEAM

DEVELOPMENT

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PUNCTUATED EQUILIBRIUM

• Groups don’t always follow the distinct stages of

Tuckman’s model.
• Punctuated equilibrium establishes periods of
stable functioning until an event causes a
dramatic change in norms, roles, and/or
objectives.
• Punctuated equilibrium often occurs in the wake
of unexpected change.

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BUILDING EFFECTIVE TEAMS 1

Collaboration—the Foundation of Teamwork

Trust: “We Need to Have Reciprocal Faith in Each

Other.”

Performance Goals and Feedback

Motivation through Mutual Accountability and

Interdependence

Team Composition

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BUILDING EFFECTIVE TEAMS 2

Roles: How Team Members Are Expected to Behave

Norms: Unwritten Rules for Team Members

Effective Team Processes

Putting It All Together

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MANAGING CONFLICT

The Nature of Conflict: Disagreement Is Normal

Can Too Little or Too Much Conflict Affect

Performance?
Four Kinds of Conflict: Personality, Envy, Intergroup,
and Cross-Cultural
How to Stimulate Constructive Conflict
Leading Career Readiness Competencies to Help
You to Better Handle Conflict
Dealing with Disagreements: Five Conflict-Handling
Styles
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THE NATURE OF CONFLICT: DISAGREEMENT IS

NORMAL

• Conflict is simply disagreement, a perfectly

normal state of affairs.
• Dysfunctional conflict (bad) and functional conflict
(good)

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CAN TOO LITTLE OR TOO MUCH CONFLICT AFFECT

PERFORMANCE?

• Too little conflict—inactivity

• Too much conflict—warfare

Figure 13.3 The relationship between intensity of conflict and performance outcomes.
Sources: Derived from L. D. Brown, Managing Conflict at Organizational Interfaces (Englewood Cliffs, NJ: Prentice- Hall, 1983).

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FOUR KINDS of CONFLICT: PERSONALITY, ENVY,

INTERGROUP, and CROSS-CULTURAL

1. Personality Conflicts: clashes because of

personal dislikes or disagreements
2. Envy-based Conflicts: clashes because of what
others have
3. Intergroup Conflicts: clashes among work
groups, teams, and departments
4. Cross-Cultural Conflicts: clashes between
cultures

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HOW TO STIMULATE CONSTRUCTIVE CONFLICT

• Spur competition among employees

• Change the organization’s culture and
procedures
• Bring in outsiders for new perspectives
• Use programmed conflict: devil’s advocacy and
the dialectic method

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CAREER READINESS COMPETENCIES to HELP YOU

to BETTER HANDLE CONFLICT

• Teamwork/collaboration
• Social intelligence
• Openness to change
• Emotional intelligence
• Oral/written communication

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DEALING WITH DISAGREEMENTS: FIVE CONFLICT-

HANDLING STYLES

• Avoiding
• Obliging
• Dominating
• Compromising
• Integrating

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CAREER CORNER: MANAGING YOUR CAREER

READINESS

• Become a More Effective Team Member

• Become a More Effective Collaborator

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CAREER CORNER: MODEL OF CAREER READINESS

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End of Main Content

Because learning changes everything. ®

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© 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.

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Text Alternates for Slide Images

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Figure 13.1 Five Stages of Group and Team Development,

Text Alternate

The graphic shows the five stages:

• Forming: getting oriented and getting acquainted.
• Storming: individual personalities and roles emerge.
• Norming: conflicts resolved, relationships develop, unity emerges.
• Performing: solving problems and completing the assigned task.
• Adjourning: preparing for disbandment.

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Can Too Little or Too Much Conflict Affect Performance? Text

Alternate

The graphic shows that too little conflict or too much conflict negatively
affects performance, while a moderate amount of conflict positively
affects performance.

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Career Corner: Model of Career Readiness, Text Alternate

In Chapter 13, teamwork and collaboration are highlighted, as well as oral and or written communication, and professionalism and or work ethic.
The soft skill of social intelligence is also part of the career readiness aspects. Another career readiness characteristics in this chapter is service and
or others orientation.
Following is the complete map of career readiness competencies:
The core is:
• Critical thinking/problem solving.
• Oral/written communication
• Teamwork/collaboration.
• Information technology application.
• Leadership.
• Professionalism/work ethic.
• Cross-cultural competency.
Knowledge is:
• Task-based/functional.
• Computational thinking.
• Understanding the business.
• New media literacy.
Soft skills are:
• Decision making.
• Social intelligence.
• Networking.
• Emotional intelligence.
Attitudes are:
• Ownership and or accepting responsibilities.
• Self-motivation.
• Proactive learning orientation.
• Showing commitment.
• Positive approach.
• Career management.
Other characteristics are:
• Resilience.
• Personal adaptability.
• Self-awareness.
• Service/others orientation.
• Openness to change.
• Generalized self-efficacy.

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