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Chapter 10
Team Development
Interventions
Chapter 10
Slide 1
An Experiential Approach to Organization Development 8th edition

Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Learning Objectives
Identify how team development techniques
fit into OD program.

Recognize team problems and why teams
may not be operating at optimum capacity.
Understand and experience process of
team development.
Chapter 10 An Experiential Approach to Organization Development 8th edition

Slide 2 Copyright 2011 Pearson Education, Inc. Publishing as Prentice
Hall
Topics Covered
Organizing around teams
The Team approach
The need for team development
Cohesiveness and groupthink
The purpose of team development
The team development process
Outdoor experiential laboratory training
Role analysis and role negotiation

Hall
Organizing Around Teams

A team is a group of individuals.
Complementary skills.
Depend upon one another to accomplish
common purpose or set of purpose goals.

Hold themselves mutually accountable.
Chapter 10
Slide 4

Hall
Teamwork
Work done when members subordinate personal
prominence for the good of the team.

Members of effective teams are open and
honest with one another, there is support and
trust, there is a high degree of cooperation
and collaboration, decisions are reached by
consensus, communication channels are open
and well developed, and there is a strong
commitment to the teams goals.
Many management theorists see team-based
organization as wave of future.
Chapter 10
Slide 5

Hall
Team Approach
Many organizations increase productivity by
implementing team-based programs.

The coordination of individual effort into task
accomplishment is most important when the
members of a team are interdependent.
Interdependence refers to:
One persons performance contingent upon how
someone else performs.

The US Army believes that individuals perform
better when they are part of a stable group; they

are more reliable, and they take responsibility
for the success of the overall operation.
Hall
Sport Teams As a Model

Football.
Involves sequential interdependence.
Baseball.
Pooled interdependence.
Team members somewhat independent of
one another.
Basketball.
Exhibits highest degree of interdependence.

Hall
Team Building
Team building major OD intervention.
Team building and team development are terms
used interchangeably.
Team building is used for increasing the
communication, cooperation, and cohesiveness
of units to make them more productive and
effective.
Team building is an intervention where the
members of a work group examine such things
as their goals, structure, procedures, culture,
norms, and interpersonal relationships to
improve their ability to work together
effectively and efficiently.
Hall
Reasons for Using Team

Development
Work group basic unit of organization.
Provides support for change.
Operating problems of work groups often sources of inefficiency.
Teams or work groups often have difficulty in operating
effectively. The problems that inhibit effective operation include:

lack of clear objectives
interpersonal differences or conflicts
ineffective communication
difficulty in reaching group decisions and
Inappropriate power and authority levels in the group
Team development techniques are used in change programs to
increase work team effectiveness. The work team reviews and

evaluates its own functioning and develops improved work and
relational patterns.
The emphasis is on the members exploring the teams
functioning and processes, usually with the help of a
practitioners process interventions.
Chapter 10
Hall
Need for Team Development

Teams are primary unit in organization.
Two types of teams:
Natural work team (related work, structure of the
organization design).
Temporary task team (groups meet for limited
periods to work on a specific project or problem and
disband after they solve it).
Need for team development varies with situation.
Example: Cisco has made teamwork a critical part of
bonus plans, especially for top executives. CEO John
Chambers has implemented a policy where 30 percent
of the annual bonus would depend on how well the
executive collaborates with others. It tends to
formalize the discussion around how can I help you and
how can you help me, says one of the top executives.
Hall
Three Categories Requiring

Teams
Situations that require interaction tend to fall
into three categories:

Simple.
Complex.
Problem.
The kind of task to be performed
determines whether a team is required or

not.
Chapter 10
Slide 11

Hall
Figure 10.1
Situation Determines Teamwork

Hall
Simple Situations
People working alone and no need to involve
others.
Little team development necessary.
There is no need to involve others except to pass
along or obtain information. The involvement of
others may slow down the organizations
functions.
Managers operating in a simple situation focus on
their responsibilities, do not involve others in their
work, and, therefore, avoid wasting valuable time.
Good social skills are important, but team
development is not needed for work groups
involved with simple situations.
Hall
Simple Situations
Examples;
The work is structured so that the tasks that make it up
are highly independent of other tasks.

There is one person who is obviously more of an expert on
the subject than anyone else, and those affected by the
decision acknowledge and accept that expertise.
There is an obvious correct answer.
The task or problem is part of someones regular job
assignment, and it was not his or her idea to form the
team.
There is little or no interest in the issue.
The involvement of others will not contribute to the issue,
nor would their knowledge or expertise be increased by
the team experience.
The reward or pay is based on individual performance and
not on the collective performance of the team.
There is no time for discussion.
Employees work more happily and productively alone.
Hall
Complex Situations
Information must be shared to complete task.
Input is not required from all of the groups members, and
the level of the input is not deeply personal.

Members handle them by cooperating with one another.
For example, they assist each other in getting out the
quarterly financial statements. Acting alone, no one
person would have enough information or time to
complete the statements, so information is shared and
members help one another.
Team development is not essential, but it is
recommended because members need to cooperate and
negotiate with one another and coordinate their activities.
Good interpersonal skills are required, including the
ability to compromise, to see situations from another
members point of view, to negotiate, to persuade, to
listen, and to share information.
Chapter 10
Slide 15

Hall
Problem Situations
Unusual and unprecedented situations.
Has impact outside of individuals influence.
For example, a company that is planning to introduce a new
product must work effectively not only in the various departments

that formulate plans but also between departments to arrive at a
general strategy.
The uncertainty involved with these types of problems and the need
to involve others in the solutions requires a team-building approach.
Why? Some situations;
When the work is designed to be done by a team.
To allow those who know something about the subject to become
involved.
To build and enhance employee commitment, because teams offer
increased levels of participation in decisions.
To build consensus and commitment on a controversial issue.
To work on a problem that does not belong to any one person.
When rewards are based on team performance rather than
individual performance.
To allow more creative discussions by pulling together people of
unusual and
different backgrounds and interests. etc
Chapter 10
Slide 16

Hall
Operating Problems of Teams

(part 1 of 3)
When individuals are brought together to work on some problem or
goal of the organization, they are likely to develop a complex pattern

of behaviors, interactions, and feelings.
A primary function will be to preserve the norms of the team and
protect it from outside pressures perceived to be threats.
Those who receive rewards from the team and support its norms
represent a core of regular members.
At the other extreme are the isolates, who have little to do with the
others and seem to have little interest in and need for observing the
norms.
The team also satisfies several important individual needs. If these
needs are frustrated by organizational obstacles, problems will arise
both for the individual and for the work organization.
The satisfaction of social needs such as affiliation, acceptance, and
status is important for most people, and often these needs are
partially met through the team.
Work teams provide emotional support and identity for their
members. The lack of support is noticeable when work teams are
dissolved, as in an organization or company takeover.
Work teams also serve the valuable purpose of helping individuals to
attain goals and accomplish tasks.
Chapter 10
Slide 17

Hall
Figure 10.2
Sources of Team Problems

Hall

1 of 3)
(part
Goals Individuals often have difficulty in defining and
clarifying their goals, and in work teams the problem is

multiplied. Objectives are often misunderstood, confused,
or changed without any definite clarification. Similarly,
teams tend to lose their purpose and direction, and goals
require testing from time to time to figure out whether
they are going full steam but in the wrong direction.
Member needs As previously noted, teams fill several
needs of individuals, and frequently the satisfaction of

completing the task is overemphasized at the expense of
the social and personal needs of team members.
Interpersonal differences, conflicts, or misunderstandings
may hinder team effectiveness. Members may take sides
and reject any compromise, or they may attack one
another in subtle ways. Such interpersonal garbage or
hang-ups need to be brought out and resolved.
Chapter 10
Slide 19

Hall
Norms
(part 2- The
of 3)team must develop norms about its behavioral
patterns. In some cases the norms lead to behavior that is

antisocial and dysfunctional for the organization. For example,
groups with strongly antisocial climates appear to have
significant influence on the antisocial actions of their members. If
team members comprise a tightly knit group, they are more likely
to match their level of antisocial behavior to that of the group.
Homogeneous Members - Groups that are homogeneous tend
to produce homogeneous ideas. Creative ideas and projects tend
to come from groups that have diverse backgrounds and
interests.
Decision-Making - Another frequent source of difficulty in teams
is the way decisions are made. Decisions may be made by
authoritarian decree, by majority rule, or by unanimous rule.
Each method has advantages and disadvantages. There is a good
deal of evidence showing that decisions implemented by
members who use consensus rules are more effective.
Chapter 10
Slide 20

Hall

(part 3 of 3)- One key issue for teams is the degree of power
Leadership
and control that the members have over themselves and

others. Groups sometimes suffer from low participation,
boredom, or apathy. Some groups and individuals function
better in a more structured, authoritarian situation, whereas
others do not. For example, production units may operate
better with more structure, whereas research groups
probably do better with more independence.
Size A work team can consist of as few as two members
or as many as 25 or 30, but five to seven is generally
considered the most effective size. People on a small team
behave differently from those on a large team. A team of
two or three is generally too small to be effective, whereas
12 is probably the upper limit for the members to interact
with every other member. With even larger teams, there is
a greater likelihood that sub-teams of five to seven will form
to handle specific concerns. For example, Bank One Corp.s
COO, Jamie Dimon, says that he prefers to work in small
groups, where managers cannot hide. He says it is also
easier to make changes in small groups.
Chapter 10
Slide 21

Hall
Cohesiveness and Groupthink

(part 1 of 2)
Cohesiveness.
Unity that members of group have for one
another.
Group behavior.
Cohesiveness can improve group
performance, but it can also make the

need for uniformity more important than
the need for high-quality decisions.
High degree of cohesiveness can result in
groupthink.
Chapter 10
Slide 22

Hall

(part 2 of 2)
Groupthink is a theoretical framework posited by
Irving Janis to describe the problems of group

cohesiveness.
Groupthink refers to a mode of thinking that people
engage in when they are deeply involved in a
cohesive in-group, when the members striving for
unanimity overrides their motivation to realistically
appraise alternative courses of action.
Groupthink.
Deterioration of reality testing.
Results from group pressures.
Likely to happen when agreement becomes
dominant force.
Tends to outweigh consideration of alternatives.
Hall
Eastman Kodak Companys insular management is an
example of groupthink. The physical location of Kodak in

Rochester, New York (where it has been located for over
a century),means that managers have little chance to
mix with counterparts from other companies. Fortune
magazine has called Kodak a champ, maybe the champ,
of inbreeding and insularity.
The social lives of many of its employees revolve around
company events. At Kodak, consensus has become the
norm, and confrontation is frowned upon.
Groupthink may also explain some of the poor decisions
made by corporate boards of directors in the early
2000s.This may be especially true of corporations that
formerly had been successful for long periods.

Hall
Purpose of Team
Development
To integrate goals of individual and group
with goals of organization.

Work teams can only achieve this if they
spend some time on the process of team
interaction, that is, on how they work
together and what they accomplish.
Chapter 10
Slide 25

Hall
Team Development
(part 1 of 2)
The development of a smoothly functioning team is just
as demanding and precise in an organization as in many

sports activities, but few work teams ever examine their
performance.
A typical reason is Were too busy. Yet it is difficult to
imagine an effective basketball or football team too
busy to practice or to review its performance.
This is what team development is all about. It is an
intensive examination of team operation focusing
upon how members function as a team, and how they
can overcome operating problems and improve their
efficiency.
Chapter 10
Slide 26

Hall
Team Development
(part 2 of 2)
Every team has its own structure, norms, and values, and
members of the team tend to do things in certain ways. Team
members are often more loyal to fellow team members
than to the organization. Because of these characteristics,
team development techniques are used to clarify goals and
priorities, to examine how decisions and communication are
functioning, and to recognize how the relationships among team
members influence output.
Thus the goals of team development include:
Identify objectives, set priorities.
Examine team performance.
Analyze group process.
Improve communications.
Improve problem-solving ability.
Increase cooperation.
Work more effectively with other teams.
Increase respect of other team members.
Chapter 10
Hall
Two Types of Activities

Team Development process involves 2
types of activities;
Family group diagnostic meetings.
Aimed at identifying group
problems.
Family group team-building meetings.
Aimed at improving teams
functioning.
Chapter 10
Slide 28

Hall
Team Development Meeting

Has Two Objectives
Task or work agenda of group.
Processes by which members work on the
task.
Chapter 10
Slide 29

Hall
General Procedure of Training

for
Team
Development:
Step 1: Initiate team development meeting.
Step
Step
Step
Step
Step
Chapter 10
Slide 30
2:
3:
4:
5:
6:
Set objectives.
Collect data.
Plan the meeting.
Conduct the meeting.
Evaluate team development process.

Hall
Outdoor Experiential
Laboratory Training
Takes people who work together.
Places in outdoor setting with exercises.
Hastens discussions surrounding leadership
styles and team work.

After exercise team discusses:
What they learned.
How it applies to work.
Chapter 10
Slide 31

Hall
The Outdoor Lab Process

Assessment of team prior to training.
Orientation meeting held with
participants.
Exercises selected to fit abilities.
Team participates in exercises.
Team reflects on process.
Team follows with goal setting and plans.

Hall
Cautions of Using Outdoor

Labs
Safety is major concern.
Participation is voluntary.
Participants should have fun, labs not to
become too serious.

Hall
Role Negotiation
Directed at work relationships among team
members.
The technique involves a series of
controlled negotiations between

participants. During the role negotiation,
managers frankly discuss what they want
from one another and explain why.
Chapter 10 An Experiential Approach to Organization Development 8 edition

Slide 34 Hall
th
Steps in Role Negotiations
Contract setting.
Each member prepares a list for each of the other members

with three headings: (a) things to do more, (b) things to do
less, and (c) things to do the same.
Issue diagnosis.
Each member writes out a master list combining the lists

written about him or her and posts it on the wall. Members
are asked to clarify any items that need explanation.
Role negotiation.
After the clarification, members decide which items they want

most and form into pairs to negotiate, usually with a third
party to help in the process.
Written role negotiation agreement.
The outcome of the role negotiation is written down and spells

out the agreements and concessions that each party finds
satisfactory.
Hall
Role Analysis
Another team development intervention,
called role analysis technique (RAT);

Designed to clarify roles expectations of
members.
Role ambiguity - team member not fully
knowing what others expect.
Role conflict - difference between
expectations of team member and actual
behavior.
Role analysis used to clarify role
discrepancies.
Hall
Steps in Role Analysis

Role incumbent describes role as they
see it. Others may add or modify.
2. Role incumbent expectations of others.
3. Others expectations of role incumbent.
4. Role incumbent makes summary.
Each member completes above steps.
Role profiles are periodically reviewed.
1.

Hall
OD Application
Virtual Teams
Virtual team meetings use advance
technology to help people collaborate.

Advancements in technology has made
meetings seem more life-like.
GE and P&G use virtual teams with
employees, suppliers, and customers.

Hall
Advanced telepresence systems use:

Large high definition monitors.
Video cameras.
High speed communication lines.
Reasons for growth in telepresence:

Expensive air travel.
Fast pace of organizations.
Technology becoming more advance.
Employees comfortable with new
technologies.

Hall
OD Application
Groupthink at the White House
Janis Irving books on groupthink looked at
major U.S. foreign policy fiascoes.

President Obama aware of research on
groupthink regarding foreign policy.
He used term several times at news
conferences upon taking office.

Hall
Nov 08: Echo chamber can keep out fresh
voices. You start engaging in groupthink.

Dec 08: You get wrapped up in groupthink
and everybody agrees with everything.
Feb 09: I'm not interested in groupthink,
which is why the board reflects broad crosssection of experience.

Hall
OD Application
EcoSeagate and Team
Development
Each year Seagate Technology brings
employees together for an outdoor lab.

EcoSeagate team development takes place
in desolate area of New Zealand.
Teams composed of 5 people.

Hall
Composition based on mix of:

Physical ability, level within company, sex,
nationality, and personality.

Lab takes place over 5 days.
Teams go through competitive events.
Each team learns how to work together.
No quantitative results of outdoor labs.
Criticism comes from stockholders for
event costing $2 million.
Chapter 10
Slide 43

Hall
KEY WORDS AND CONCEPTS

Group cohesiveness.
Attractiveness group has for its members.
Groupthink.
Describes problems of group cohesiveness.
Interdependence.
Persons performance contingent on how
someone else performs.

Hall
Natural work team.

People coming together because of related
jobs.
Outdoor experiential laboratory training.
People who work together placed in outdoor
setting.
Allowed to experiment with leadership styles
and teamwork.

Hall
Role ambiguity.
Role incumbent unaware of expectations by
others.
Role analysis.
Team development method for clarifying role
expectations.
Role conception.
Persons own ideas about appropriate role
behavior.
Chapter 10An Experiential Approach to Organization Development 8th edition

Hall
Role conflict.
Discrepancy between role conception and
others expectations.
Role expectations.
Behaviors expected for member by other
team members.
Role negotiation.
Team building technique involved at
negotiations between participants.

Hall
Team.
Group of individuals who depend on one
another to accomplish objective.

Team building.
Work group examines goals, structure, and
norms to improve ability to work together.

Team development.
Also called team building.

Slide 48 Hall
Teamwork.
Work done by members subordinating
personal prominence for good of team.

Temporary task team.
Groups meeting for limited time to work on
problem.

Hall
OD Skills Simulation 10.1

Organization Task & Process
Purpose:
To experience interpersonal and team issues.
To experience interdependence among
members.

Hall

Team Development
Purpose:
To experience interdependence among
members
To work on improving team processes.

Hall

Role Analysis Team
Development
Purpose:
To give you practice in the role analysis
technique of team development.

Hall
Preparations for Next

Chapter
Read Chapter 11.
Prepare for OD Skills Simulation 11.1.

Read and familiarize yourself with rules of
Disarmament Game.
Complete Step 1.
Read and analyze Case: The Exley
Chemical Company.
Chapter 10
Slide 53

Hall

Slide 54 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

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Chapter 10

An Experiential Approach to Organization Development 8th edition

fit into OD program.

Chapter 10 An Experiential Approach to Organization Development 8th edition

Chapter 10 An Experiential Approach to Organization Development 8th edition

Organizing Around Teams

common purpose or set of purpose goals.

An Experiential Approach to Organization Development 8th edition

prominence for the good of the team.

An Experiential Approach to Organization Development 8th edition

implementing team-based programs.

someone else performs.

better when they are part of a stable group; they

Sport Teams As a Model

Chapter 10 An Experiential Approach to Organization Development 8th edition

Reasons for Using Team

effectively. The problems that inhibit effective operation include:

Team development techniques are used in change programs to

increase work team effectiveness. The work team reviews and

Need for Team Development

Three Categories Requiring

into three categories:

The kind of task to be performed

determines whether a team is required or

An Experiential Approach to Organization Development 8th edition

Chapter 10 An Experiential Approach to Organization Development 8th edition

are highly independent of other tasks.

the level of the input is not deeply personal.

An Experiential Approach to Organization Development 8th edition

product must work effectively not only in the various departments

An Experiential Approach to Organization Development 8th edition

Operating Problems of Teams

When individuals are brought together to work on some problem or

goal of the organization, they are likely to develop a complex pattern

An Experiential Approach to Organization Development 8th edition

Chapter 10 An Experiential Approach to Organization Development 8th edition

Operating Problems of Teams

clarifying their goals, and in work teams the problem is

Member needs As previously noted, teams fill several

needs of individuals, and frequently the satisfaction of

An Experiential Approach to Organization Development 8th edition

Operating Problems of Teams

patterns. In some cases the norms lead to behavior that is

An Experiential Approach to Organization Development 8th edition

Operating Problems of Teams

and control that the members have over themselves and

An Experiential Approach to Organization Development 8th edition

Cohesiveness and Groupthink

performance, but it can also make the

An Experiential Approach to Organization Development 8th edition

Cohesiveness and Groupthink

Groupthink is a theoretical framework posited by

Irving Janis to describe the problems of group

Likely to happen when agreement becomes

Cohesiveness and Groupthink

Eastman Kodak Companys insular management is an

example of groupthink. The physical location of Kodak in

Chapter 10 An Experiential Approach to Organization Development 8th edition

with goals of organization.

An Experiential Approach to Organization Development 8th edition

The development of a smoothly functioning team is just

as demanding and precise in an organization as in many

An Experiential Approach to Organization Development 8th edition