Lesson 8

Groups, Teams, and Teamwork

TOPICS: LEARNING OUTCOMES:

1. Common Group Behaviors  Identify the common group
2. Types of Teams behaviors among teams
3. Building Effective Teams  Enumerate the various types of
4. The Five Stages of Team teams
Development  Discuss the process on how to
5. Conflict Within Teams build effective teams
 Identify the five stages of team
development
Explain the possible conflict within
teams

Topic 1: Common Group Behaviours

COMMON GROUP BEHAVIOR

 There is a fundamental dilemma in
working in teams: each individual contributes,
but the result is attributed to the team. If the
team is successful, individual contributions may
not be recognized, regardless of how hard the
individual worked. On the other hand, if the team
fails, it is likely that the leader or other important
members of the team will receive the blame. This
leads to some behaviors that can either help or
hurt a team effort. Although some of these
behaviors are characteristic of groups in general, they all apply to teams in the
business environment

What Is a Team?

 A team is a unit of two or more people who regularly interact to

accomplish common goals and who hold themselves mutually
accountable for meeting performance results. There are several important
elements to this definition.
1. It involves two or more people who interact regularly.

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 2. People on the team share a goal and are committed to achieving the
goal.
3. The people on the team hold each other mutually accountable for the
performance of the team or group.

 Teams are very common in larger organizations, and they benefit both the
company and the employees. People who feel they are part of a team are
often mutually supportive and report greater job satisfaction. However, not
all teams are successful. In one survey, only 14 percent of the companies
rated their teams as highly effective around 50 percent rated them as
somewhat effective, and 15 percent rated them not effective at all. In this
module, we look at teams and how effective teams are developed. We
start by looking at common behaviors that can help or hurt efforts to meet
organizational goals.

COMMON GROUP/TEAM BEHAVIOR

Social Cohesiveness
 Social cohesion is defined as the willingness of members of a society to
cooperate with each other to survive and prosper. In work teams, social
cohesiveness means the members want to be part of the team and want
to contribute to its success. Members of cohesive teams have social and
emotional bonds to each other and to the overall team, which motivates
higher commitment and performance. Southwest Airlines, for instance,
works hard to develop cohesiveness in its organization. As a result,
everyone is willing to work toward the success of the organization. That is
why it is not unusual to see people pitch in, even when it is not part of their
job. For example, pilots may help to load luggage if it helps maintain on-
time performance.
Social Loafing
 Social loafing is when one or more group members fail to do their fair
share of work within the group. You may have witnessed this behavior
firsthand on a team or school project. One group member finds an excuse
for not doing his or her job. There are two main consequences of social
loafing. The free-rider effect is when one or more team members do not
put in their share of the work, assuming others will cover their shortfall.
The other is the sucker effect, where other team members reduce their
effort in response to the free rider’s behavior.
 A good manager should monitor employees to watch out for these social
loafers or “slackers.” The manager is responsible for making sure all team
members are carrying their fair share of the work they have been assigned.
If the manager doesn’t deal with social loafing, it can create a stressful
work environment that may turn into conflicts among coworkers.

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Collective efficacy
 Collective efficacy is the team’s belief that it is capable of organizing and
working together to reach its goals. Creating collective efficacy is a bit of a
balancing act. If goals are perceived as being too easy to reach, members
may not feel they have to put in their full effort. On the other hand, if goals
are perceived to be too difficult, members may feel their effort doesn’t
matter because the goal cannot be reached regardless of how hard they
work. In either case, social loafing may result. But when the goal is “just
right,” difficult but not impossible, the team will believe it can reach it only
if it works hard together.
Albert Bandura
- Psychologist Albert Bandura researched the relationship between
efficacy and job performance and found that each affects the other.
When a team achieves some success, it can build self-confidence
and the belief that it can achieve more. The resulting collective
efficacy, in turn, makes it more likely that the team will be successful.
But a downward spiral can occur when both performance and
collective efficacy are low. Poor performance makes team members
question ability, and the decrease in collective efficacy leads to more
poor performance.

Good planning and good leadership can

both improve collective efficacy. When the
tasks needed to reach the team’s goals are
being planned, initial activities should lead to
demonstrable team achievements. When
teams experience successes early in their
development, they are more likely to build
collective efficacy. Good leadership provides a
clear vision for the team and articulates why the goals are important. The leader
provides guidance, feedback, and encouragement. When timely feedback is given
to teams, they are more likely to understand the relationship between their effort
and their performance.

Topic 2: Types of Teams

TYPES OF TEAMS
Good teamwork forms the backbone of a successful business. No matter
whether you are working from home or on-site, chances are that you are part of a
team. The team in question is generally a set of individuals working together to

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achieve a common goal.
Types of Teams in an Organization:
We can differentiate teams on the basis of the way they function in the
organization. Operationally different teams can be categorized into seven basic
types:
1. Project Teams
A project team represents a group of individuals with shared goals and
strategies. Work in a project team is structured very specifically with set
deadlines, roles, and responsibilities, etc. The members of a project team
are usually assembled to work on a specific project or objective. The
members can be from the same department or different departments,
depending upon the requirements of the project.

The efficient working of a project team requires seamless collaboration

and communication among the team members. Project teams are, further
subdivided into four categories, all of which are listed below, along with a
brief explanation
a. Project teams are, further subdivided into four categories, all of which
are listed below, along with a brief explanation.

b. Functional Teams
Functional teams comprise a group of individuals with specialized
skills and education.

c. Cross-functional team
Cross-functional teams, as the name suggests, are the teams whose
members are picked from various departments for projects that require
a diverse skillset.

d. Matrix team
Matrix teams function according to the Matrix Management approach
where team members report two more than one boss i.e., two boss
matrix.

e. Contract team
Contract teams are the last of project teams. Contract teams are
gathered by outsourcing resources. The company signs a contract with
the team for a specific project.

2. Operational Teams
The operational team, in an organization, is responsible for the smooth
working of other teams. The members of this team support other teams in
carrying out their responsibilities with efficiency. They make sure that there are
no hitches in the progress of a project and things are completed on time. In
addition, the members of an operational team have specified roles and

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responsibilities. So, they can have their projects as well.
3. Virtual Team
Teams do not interact in real life and rely on different tools to collaborate on
their work. These teams often consist of members from different geographical
regions. Virtual teams are the future of the business world. People are on the
lookout for work-from-home opportunities owing to the work-life balance it offers.
As a result of remote work, virtual teams are formed. To stay connected, virtual
teams rely on the use of management tools. These tools are armed with features
that not only help teams communicate in real time but also let them plan, create,
and track their workflows.
4. Self-Managed Teams
Self-managed teams have no managers or leaders. The team members,
themselves are responsible for the decisions and working. They identify and
define roles and responsibilities on their own, work together to resolve issues,
and set expectations.
Self-managed teams have more autonomy and as such, are more flexible.
Moreover, since they define their own rules, they can manage time and tasks
according to their preferences. The team members of a self-managed team have
more room for improvement and continuously upgrade their skills.

5. Problem Solving Teams

Problem-solving teams are assembled temporarily. They are usually brought
together in case of a crisis or an unplanned event. Such a team aims to resolve
the issue at hand and bring the company out of the crisis. The team consists of
leaders and team members from different departments who sit together to carve
out a solution for the problem plaguing the smooth working of an organization.
The output from these teams strengthens the structure of the organization and
alleviates the risk of potential issues.
6. Informal Teams
Other teams, informal teams are not formed by the company but are created
by employees. These teams are not under the supervision of a project manager.
Since informal teams are formed by employees, they communicate more, have
better productivity rates, and are more efficient. The individuals in an informal
team share common interests and are better connected. They share a strong
bond that makes work more fun for them.

7. Leadership Teams
Leadership teams consist of leaders from different departments who work
together to devise new strategies for better working. The members of the
leadership team are skilled and experienced individuals. Each individual brings
his expertise to the table, and altogether, they carve out a plan for the betterment
of the company.

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 Topic 3: Building Effective Teams

Why team building is important?

It builds trust, mitigates conflict, encourages
communication, and increases collaboration.

What Is an Effective Team in an Organization?

Effective teams are the foundation of every successful organization.

Companies without teams that work well together often struggle, while effective
teams help to improve quality, facilitate the completion of projects and increase
productivity and efficiency. For a company to work at optimal levels, you must
develop a team in which each member brings his or her talents and skills, which
contribute to the overall success of the group.

FACTORS IN BUILDING EFFECTIVE TEAMS

1. Communication

A lack of communication can result in delays or double work inside

and outside of the kitchen. In modern workplaces, teammates complete
individual tasks as part of larger projects. When teammates fail to give
updates to other members, the team loses time and labors inefficiently.
Colleagues lack clear directions. Coworkers perform unnecessary tasks or
skip important steps due to a lack of critical information. When coworkers
fail to reach out or reply, team members make incorrect assumptions and
misunderstand intent. These misconceptions can lead to frustration,
wasted time, and conflict.

2. Trust

Trust is one of the most essential elements of team building. Trust

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 provides a sense of safety that empowers teammates to take risks, speak
transparently, and make decisions quickly. Without trust, group members
fall to one extreme or another by either over- questioning or failing to
question teammate’s ideas.

3. Leadership

Flexible leadership is one of the most important teamwork skills

because there are times to lead and times to follow when working in a
group.

Teamwork means recognizing when taking charge is appropriate,

and when it is better to relinquish control. Good teams contain an effective
overall leader and supervisor, but also individual leaders within the group.

4. Diversity

Diversity is an integral part of team building. Homogenous teams do

not serve each other well, but instead act as an echo chamber. Without
diversity, teams lack the ability to analyze situations from multiple
viewpoints and choose the best course of action.

4. Empathy

Empathy is the ability to comprehend and experience the feelings of

another living being. This trait is one of the core team building elements because
it breeds trust and safety within group settings.

Empathy allows you to identify the real root of problems within your
team by providing a window into other team members’ logic and
motivations. You will understand a team member’s reasoning, even if you
disagree with the conclusion. As a result, you are less likely to argue and
more likely to lead the group towards a consensus.

6. Delegation
Delegating means assigning responsibilities to other teammates. On a
team, every member has a part to play. Ideally, you should divide work evenly and
allot tasks that correspond to team members’ strengths.

Delegation is a tricky art. Many leaders and teammates struggle to cede

control, preferring to take on the bulk of the work. This method is inefficient,
because high-achieving team member’s waste time doing tasks that other team
members could easily handle. Some leaders rely on subordinates to assume
roles with too much responsibility. Either way, this kind of behavior voids the
benefits of working together, transforming coworkers into lackeys instead of
equals. Over-utilizing or under-utilizing certain team members can lead to
resentment, frustration, and burnout. Entrusting teammates with appropriate
responsibilities shows respect and builds employee confidence.

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 Topic 4: The Five Stages of Team Development

This process of learning to work together effectively is known as team

development. Research has shown that teams go through definitive stages during
development. Bruce Tuckman, an educational psychologist, identified a five-stage
development process that most teams follow to become high performing. He called the
stages: forming, storming, norming, performing, and adjourning. Team progress through
the stages is shown in the following diagram

The five stages of team development in a graph: forming, storming,

norming, performing, and adjourning.

Stages of Team Development

1. Forming stage

The forming stage involves a period of orientation and getting acquainted.

Uncertainty is high during this stage, and people are looking for leadership and
authority. A member who asserts authority or is knowledgeable may be looked to
take control. Team members are asking such questions as “What does the team
offer me?” “What is expected of me?” “Will I fit in?” Most interactions are social
as members get to know each other.

2. Storming stage

The storming stage is the most difficult and critical stage to pass through. It
is a period marked by conflict and competition as individual personalities emerge.
Team performance may actually decrease in this stage because energy is put
into unproductive activities. Members may disagree on team goals, and
subgroups and cliques may form around strong personalities or areas of
agreement. To get through this stage, members must work to overcome
obstacles, to accept individual differences, and to work through conflicting ideas
on team tasks and goals. Teams can get bogged down in this stage. Failure to
address conflicts may result in long-term problems.

3. Norming stage

If teams get through the storming stage, conflict is resolved and some degree
of unity emerges. In the norming stage, consensus develops around who the
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leader or leaders are, and individual member’s roles. Interpersonal differences
begin to be resolved, and a sense of cohesion and unity emerges. Team
performance increases during this stage as members learn to cooperate and
begin to focus on team goals. However, the harmony is precarious, and if
disagreements re-emerge the team can slide back into storming.

4. Performing stage

In the performing stage, consensus and cooperation have been well-

established and the team is mature, organized, and well-functioning. There is a
clear and stable structure, and members are committed to the team’s mission.
Problems and conflicts still emerge, but they are dealt with constructively. (We
will discuss the role of conflict and conflict resolution in the next section). The
team is focused on problem solving and meeting team goals.

5. Adjourning stage (Termination/Ending)

In the adjourning stage, most of the team’s goals have been accomplished.
The emphasis is on wrapping up final tasks and documenting the effort and
results. As the work load is diminished, individual members may be reassigned to
other teams, and the team disbands. There may be regret as the team ends, so a
ceremonial acknowledgement of the work and success of the team can be
helpful. If the team is a standing committee with ongoing responsibility,
members may be replaced by new people and the team can go back to a forming
or storming stage and repeat the development process.

Topic 5 Conflict within Teams

Katzenbach and Smith 1993 define team as a small group of people with
complementary skills, act in line with common goals and performance goals and are
responsible to each other within this framework. When a team is formed, its members
must have the right mix of complementary competencies to achieve the team goals).
However, there will always be challenges or conflicts within a team, group or
organization. Team members' inability to consistently agree or cooperate despite their
differences leads to conflicts. The difference in each task management styles, work
habits, or personalities could lead to unsatisfactory work.

Concept of Conflict within Team

Conflict is a word that causes a great degree of discomfort, anger,
frustration, sadness, and pain to people. The concept of conflict has been
identified as a social phenomenon, with regard to conflict within and between
organizations (Pondy, 1967: 298). In the workplace, a straightforward
disagreement between team members may escalate into avoidance, an inability
to cooperate, verbal attacks, and resentment if left unresolved. In the worst-case
scenarios, it may also cause animosity and ultimately cause a person to leave
the organization. The conflict must therefore be resolved as quickly as feasible.
The worst conflicts could be prevented through appropriate organization plan, or
through the teaching of members to maintain similar opinions and objectives

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(Pondy, 1992: 259)
Additionally, Conflict is a driving force of change (McDaniel ET al.1998).
When managed correctly, conflict produces new ideas for changing
organizational processes, solving of continuous problems, a chance for workers
to expand their capabilities, and the introduction of creativity into thoughts about
organizational problems (Bowditch & Buono, 1997).

Causes of Team Conflict

Conflicts start because of inadequate communication, a desire for power,
unhappiness with the management approach, ineffective leadership, a lack of
openness, and a shift in the leadership. (N.S.B.A. 2007).
I. Seven Causes of Conflict
Conflict may stem from a variety of causes, and understanding them is the first
step in dealing with it effectively. Following are the most common reasons for
conflict:
1. Perceived breach of faith and trust: Individuals are regarded to have betrayed
their confidence and trust. When someone invests their faith and trust in
someone else and that trust is shattered, it can cause an emotional reaction that
escalates to conflict. A trustworthy connection instills confidence and security. A
violation of trust triggers our most powerful emotions, which typically result in
conflict.
2. Unresolved disagreements: Disagreements are common. However, if they are
not addressed, the related sensations and emotions will continue to exist. When
another scenario brings this argument back to the surface, these suppressed
emotions might erupt with force. As a result, it is crucial to resolve arguments as
quickly as possible and to not allow them to fester.
3. Miscommunication: One of our most often utilized skills is communication.
We use words to communicate, yet they may not always properly describe the
image in our minds. When this happens, mistakes frequently occur, leading to
dissatisfaction.
4. Personality clashes: We are all unique. According to experts, our personalities
are genetically defined, resulting in various sets of favored behaviors. These
innate distinctions are some of our greatest assets as people and teams, but
they are also causes of contention.
5. Differences in acquired values: Our values are the beliefs we possess that
help us decide what is right or wrong, good or terrible, normal or abnormal.

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Parents, siblings, friends, mentors, instructors, books, and life in general all
influence our values. Because no two people have ever had the same life
experience, we all have unique sets of values and beliefs that influence our
decisions and conduct and those results to conflict.
6. Underlying stress and tension: Today's lives make tremendous demands on
our time and energy. However, such expectations frequently outstrip our ability to
meet them. Nonetheless, we arrive to work and try to operate normally with our
coworkers. We find ourselves in conflict when underlying tension appears at the
smallest provocation.
7. Ego problems: Another significant influence on human behavior and choices is
ego. Ego drives people to defend their positions, often unreasonable ones, since
it wants us to be right. Admitting faults is one of the simplest ways to end a
debate or quarrel. Move past your ego at the very least, and make an effort to
consider other people's perspectives.

Manage and Resolve Conflict within Team

1. Clarify what is the source of conflict: Clarifying the root of a disagreement

is the first step towards its resolution. You'll be able to comprehend how
the problem initially arose by defining the conflict's root cause. Additionally,
you will be able to persuade both parties to agree on the nature of the
conflict.

2. Find a safe and private place to talk: You need to locate a situation where
you feel comfortable talking to others in order to have a productive
discussion. You may also take the required risks in such a setting to have
open discussions about the problems at hand.

3. Listen actively and let everyone have their say: Give all parties an equal
amount of time to voice their opinions and concerns without favoring one.
Establish ground rules if required. Using this strategy will urge both parties
to express their ideas in an open and honest way, as well as to understand
the reasons behind the disagreement and find solutions.

4. Investigate the situation: Take the time to look into the situation. Don't
prejudge or make a decision based just on the information you know.
Investigate more to learn more about the events, parties involved,
problems, and reactions.

5. Determine ways to meet the common goal: The goal of managing conflict
processes should be to resolve the dispute and prevent future occurrences
of it. You need to sit down with both sides and discuss the common
approaches you can execute to reach the common goal, which is

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 managing and resolving the current issue, after identifying the root of the
dispute, speaking with both parties, and conducting an investigation. Till all
possibilities have been explored, listen, talk, and brainstorm together.

6. Agree on the best solution: Both sides must come to a consensus on the
best course of action for the issue after researching the situation and
identifying potential solutions. Determine the alternatives that each side
may accept in order to reach an agreement on the best course of action.
Find points of agreement. Then decide who is responsible for what in
terms of settling the problem. Additionally, it is vital to seize this
opportunity to pinpoint the underlying reason and guarantee that the
problem won't occur again.

7. Determine preventive measures for the future based on an evaluation of

the current situation: Never assume that a problem is intractable. In the
workplace, good communication should rule. So, continue monitoring the
problem and determine whether the proposed solution is working. If the
problem reappears, take the appropriate steps.

ACTIVITY/
TASK

Answers on the activity/task shall be written on whole sheet/s of yellow

paper and must be submitted not later than the agreed deadline. Late
submissions will not be accepted and will result to a failing grade.

1. How do you define a team?

2. What are the different types of team and explain how they are
different from other type of team?
3. In your own words, what is the importance of building an effective
team in an organization?
4. How to achieve team development?
5. What are the causes of conflict within teams and how to resolve it?

RUBRICS FOR WRITTEN OUTPUT

This criterion shall include the reliability and
ingenuity of the output. Its reliability shall be
evaluated based on the truthfulness, while
Content 50%
ingenuity indicates the originality and
creativity of the incorporated ideas and
concepts.
This criterion encompasses the ways how
Organization of
the ideas and concepts are presented. 30%
Ideas
Coherence and structure of the content are

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 the focus of the criterion.
This criterion shall include the grammatical
Grammar &
correctness, format and use of 20%
Mechanics
punctuations.
TOTAL 100%

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