9780130143631

Making the Team: A Guide for Managers

by
  • ISBN13:

    9780130143631

  • ISBN10:

    0130143634

  • Edition: 1st
  • Format: Paperback
  • Copyright: 2000-01-01
  • Publisher: Prentice Hall
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  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

Summary

For a graduate management OR undergraduate management course in Organization Behavior, Group Dynamics, or Teamwork. Making the Team unites cutting-edge research on groups with practical management principles. Making the Team organizes the art and science of teamwork in 3 primary tasks for the leader/manager: (1) Accurately assessing and improving team performance: (2) Managing the internal dynamics of teams (diversity, conflict, creativity within the team): and (3) Optimally leveraging the team within the larger organization. Making the Team is a great core book for a course or a supplement book for the course. The instructor's manual contains exercises for challenging in-class exercises and experimental learning. Managers-in-training as well as the seasoned executive will find the clear, step-by-step approaches offered in this book useful, provocative, and refreshing. This book is a perfect marriage of theory and practice.

Author Biography

Leigh L. Thompson is the J. Jay Gerber Distinguished Professor of Dispute Resolution and Organizations in the Kellogg School of Management at Northwestern University. She is also the director of the AT&T Behavioral Research Laboratory at Kellogg and the Leading High Impact Teams Executive Program at Kellogg

Table of Contents

Preface xiii
PART I THE BASICS OF TEAMWORK 1(58)
Teams in Organizations: Facts and Myths
1(16)
What Is a Team?
2(1)
Types of Teams in Organizations
3(2)
Why Should Organizations Have Teams?
5(2)
Some Observations about Teams and Teamwork
7(4)
Companies that use teams are not more effective than those that do not
7(1)
Managers fault the wrong causes for team failure
8(1)
Managers fail to recognize their team-building responsibilities
8(1)
Experimenting with failures leads to better teams
8(2)
Conflict among team members is not always a bad thing
10(1)
Strong leadership is not always necessary for strong teams
10(1)
Good teams can still fail under the wrong circumstances
10(1)
Retreats will not fix all the conflicts between team members
11(1)
What Managers Tell Us about Their Teams
11(4)
Most common type of team
11(1)
Team size
11(1)
Team autonomy versus manager control
12(1)
Team longevity
12(1)
The most frustrating aspect of teamwork
12(1)
Skill assessment
13(1)
Skill development
13(2)
A Warning
15(1)
Conclusions
16(1)
Performance and Productivity: Team Performance Criteria and Threats to Productivity
17(18)
An Integrated Model of Successful Team Performance
18(1)
Team Context
18(2)
Organizational context
19(1)
Team design
19(1)
Team culture
19(1)
Essential Conditions for Successful Team Performance
20(9)
Knowledge and skill
20(3)
Effort and motivation
23(4)
Coordination strategies
27(2)
Performance Criteria
29(4)
The Team Performance Equation
33(1)
Conclusions
33(2)
Rewarding Teamwork: Compensation and Performance Appraisals
35(24)
Types of Team Pay
36(7)
Incentive pay
38(1)
Recognition
39(3)
Profit sharing
42(1)
Gainsharing
42(1)
Team Performance Appraisal
43(7)
What is measured?
44(1)
Who does the measuring?
45(2)
Developing a 360-degree program
47(3)
Sources of Rater Bias
50(2)
Homogeneity bias
51(1)
Halo bias
51(1)
Fundamental attribution error
51(1)
Communication medium
52(1)
Experience effect
52(1)
Reciprocity bias
52(1)
Bandwagon bias
52(1)
Primacy and recency bias
52(1)
Sources of Ratee Bias
52(2)
Egocentric bias
52(1)
Intrinsic interest
53(1)
Social comparison
53(1)
Fairness
53(1)
Guiding Principles
54(4)
Goals should cover areas that team members can directly affect
54(1)
Balance the mix of individual and team-based pay
54(1)
Consult with the team members who will be affected
55(1)
Avoid organizational myopia
55(1)
Determine eligibility (who qualifies for the plan)
55(1)
Determine equity method
55(1)
Quantify the criteria used to determine payout
55(2)
Determine how target levels of performance are established and updated
57(1)
Develop a budget for the plan
57(1)
Determine timing of measurements and payments
57(1)
Communicate with those involved
57(1)
Plan for the future
57(1)
Conclusions
58(1)
PART II INTERNAL DYNAMICS 59(110)
Building the Team: Tasks, People, and Relationships
59(26)
Building the Team
59(2)
The Task: What Work Needs to Be Done?
61(6)
How much authority does the team have to manage its own work?
62(1)
What is the focus of the work the team will do?
62(1)
What is the degree of task interdependence among team members?
63(2)
Is there a correct solution that can be readily demonstrated and communicated to members?
65(1)
Are team members' interests perfectly aligned (cooperative), opposing (competitive), or mixed in nature?
65(1)
How big should the team be?
65(2)
The People: Who Is Ideally Suited to Do the Work?
67(6)
Diversity: SWOT analysis
69(3)
Creating diversity
72(1)
Relationships: How Do Team Members Socialize Each Other?
73(11)
Group socialization
74(1)
Role negotiation
75(2)
Team norms: Development and enforcement
77(2)
Cohesion: Team bonding
79(1)
Trust
80(4)
Conclusions
84(1)
Sharpening the Team Mind: Communication and Collective Intelligence
85(24)
Team Communication
86(2)
Message tuning
86(1)
Message distortion
86(1)
Biased interpretation
87(1)
Perspective-taking failures
87(1)
Transparency illusion
87(1)
Indirect speech acts
87(1)
The Information Dependence Problem
88(8)
Common knowledge effect
88(3)
Hidden profile
91(2)
Practices to put in place
93(1)
Things that don't work
93(1)
Effective interventions
94(2)
Collective Intelligence
96(9)
Team mental models
96(3)
The team mind: Transactive memory systems
99(6)
Team Longevity: Routinization versus Innovation Trade-Offs
105(3)
Conclusions
108(1)
Team Decision Making: Conformity, Pitfalls, and Solutions
109(22)
Decision Making in Teams
109(1)
Conformity: Why It Occurs and How It Works in Teams
110(2)
The need to be right
110(1)
The need to be liked
111(1)
Decision-Making Pitfall 1: Groupthink
112(6)
Learning from history
114(2)
How to avoid groupthink
116(2)
Decision-Making Pitfall 2: Escalation of Commitment
118(6)
Project determinants
120(1)
Psychological determinants
120(2)
Social determinants
122(1)
Structural determinants
123(1)
Avoiding the escalation of commitment problem
123(1)
Decision-Making Pitfall 3: The Abilene Paradox
124(4)
How to avoid the Abilene paradox
126(2)
Decision-Making Pitfall 4: Group Polarization
128(1)
Conclusions
129(2)
Conflict in Teams: Leveraging Differences to Create Opportunity
131(19)
Types of Conflict
132(3)
Transforming A-type into C-type conflict
134(1)
Team Dilemma: Group versus Individual Interests
135(2)
Strategies to enhance cooperation and minimize competition
136(1)
Perils and Pitfalls of Democracy
137(2)
Voting rules
137(1)
Drawbacks to voting
138(1)
Group Negotiation
139(7)
The BATNA principle
140(1)
Avoid the fixed-pie fallacy
140(1)
Build trust and share information
140(1)
Ask questions
141(1)
Provide information
141(1)
Make multiple offers simultaneously
141(1)
Avoid sequential discussion of issues
142(1)
Construct contingency contracts and leverage differences
142(1)
Be wary of intuition
143(1)
Search for postsettlement settlements
143(1)
Use team-on-team negotiation
144(1)
Avoid majority rule
144(1)
Beware of coalitions
144(1)
Appeal to norms of justice
145(1)
What to Do When Conflict Escalates?
146(2)
Conclusions
148(2)
Creativity: Mastering Strategies for High Performance
150(19)
What Exactly Is Creativity?
151(1)
Measuring creativity
151(1)
Creativity through categorization of ideas and team diversity
151(1)
Creativity through cognitive flexibility
152(1)
Creativity and context dependence
152(1)
Creative People or Creative Teams?
152(2)
Team creativity
153(1)
Analogical Reasoning
154(3)
Expertise
156(1)
Comparison and abstraction
156(1)
Divergent versus Convergent Thinking
157(1)
Group Brainstorming
158(6)
Brainstorming on trial
158(2)
What goes on during a typical group brainstorming session?
160(1)
Trained facilitators
161(1)
High benchmarks
161(1)
Two-step approach: Solitary and group ideation
162(1)
Nominal group technique
162(1)
Stepladder technique
162(1)
Delphi technique
163(1)
Electronic Brainstorming
164(4)
Advantages of electronic brainstorming
164(2)
Disadvantages of electronic brainstorming
166(1)
Capstone on brainstorming
167(1)
Conclusions
168(1)
PART III EXTERNAL DYNAMICS 169(86)
Managing the External Environment
169(19)
Team Boundaries
170(3)
Insulating teams
171(1)
Broadcasting teams
171(1)
Marketing teams
172(1)
Surveying teams
172(1)
Team Identity
173(1)
External Roles of Team Members
173(1)
Networking: A Key to Successful Teamwork
173(11)
Perfect and imperfect markets
175(1)
Human capital and social capital
175(2)
Boundary spanning and structural holes
177(1)
Types of networks
178(1)
Advice for the manager
179(1)
Structural positioning
180(4)
Distance
184(2)
Time
186(1)
Conclusions
186(2)
Leadership: Managing the Paradox
188(25)
The Team Paradox
188(1)
Leaders and the Nature-Nurture Debate: Great Person versus Great Opportunity
189(1)
Great Opportunity: Some Evidence
190(7)
Obedience to authority
190(1)
Blind faith
191(2)
Good Samaritans
193(1)
Self-fulfilling prophecy
193(2)
The power of labels
195(1)
Head of the table effect
195(1)
Random selection of leaders
196(1)
Leadership Behavior: Routes to Influence
197(3)
Vivid information
197(3)
Leadership and Teamwork: Addressing the Paradox
200(2)
Decision Analysis Model: How Participative Do You Want to Be?
202(2)
Decision styles
202(1)
Problem identification
202(2)
Decision tree model
204(1)
Strategies for Encouraging Participative Management
204(3)
Task delegation
204(2)
Parallel suggestion involvement
206(1)
Job involvement
206(1)
Organizational involvement
206(1)
Freeing the Caged Bird: Effects of Empowerment
207(1)
Team Empowerment
208(2)
Red Flags on the Way to Greater Involvement
210(1)
Conclusions
211(2)
Interteam Relations: Competition and Stereotyping
213(18)
Overview
213(2)
Group Membership: The Locus of Human Identity
215(10)
Need for categorization
216(1)
How categorization affects behavior
216(1)
``Us'' versus ``them'': The psychology of in-groups and out-groups
217(1)
``We're better than they are'': In-group supremacy and entitlement
218(1)
``They all look alike'': The out-group homogeneity effect
219(1)
Minority groups
220(2)
Performance evaluation
222(1)
Extremism
222(1)
Overt and covert racism
223(1)
Unconscious discrimination at work
224(1)
Strategies for Reducing Prejudice
225(5)
Blinding
225(1)
Consciousness-raising (``don't be prejudiced'')
226(1)
Contact
227(1)
GRIT and bear it
228(1)
Stress and fatigue reduction
229(1)
Affirmative action
229(1)
Conclusions
230(1)
Teamwork via Information Technology: Challenges and Opportunities
231(24)
Place-Time Model of Social Interaction
233(7)
Face-to-face communication
233(2)
Same time, different place
235(2)
Different time, same place
237(1)
Different place, different time
238(2)
Information Technology and Social Behavior
240(4)
Status and power: The ``weak get strong'' effect
240(1)
The impact of technology on social networks
241(2)
Risk taking
243(1)
Social norms
243(1)
Task performance
243(1)
Enhancing Local Teamwork: Redesigning the Workplace
244(3)
Virtual or flexible space
244(1)
Flexible furniture
245(1)
Hoteling
246(1)
Virtual Teams
247(1)
Strategies for Enhancing the Virtual Team
248(2)
Collaboratory
248(1)
Initial face-to-face experience
249(1)
Temporary engagement
249(1)
One-day videoconference
249(1)
Touching base
249(1)
Schmoozing
250(1)
Transnational Teams
250(3)
Conclusions
253(2)
Appendix 1 Managing Meetings: A Toolkit 255(8)
Appendix 2 Special Tips for Consultants and Facilitators 263(4)
Appendix 3 A Guide for Creating Effective Study Groups 267(4)
Appendix 4 Example Items from Peer Evaluations and 360-Degree Performance Evaluations 271(6)
References 277(30)
Author Index 307(6)
Subject Index 313

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