Why Teams Presentation C. Clarke Record.pptx

Teams have existed for hundreds of years- Katzenback and Smith argue as they explored the use of teams, it became increasingly clear that the potential impact of single teams, as well as the collective impact of many teams, on the performances of large organization has been underused- despite recognition of the need for what teams have to offer.

1. Why Teams: Leading to the High-Performances organization by Cheryl Clarke An Excerpt from-the Wisdom of Team, Katzenback and Smith (1993) Ott, J. S., Parkes, S. J., & Simpson, R. B. (2008). (Pg. 246)

2. DEFINING TEAMS? Teams Share purpose and goals. Individual and mutual accountability Collective success or failure Groups Individual goals. Individual accountability Individual success or failure Katzenback and Smith- States that TEAMS have existed for hundreds of years. There are some subtle differences between working in groups and teams (Katzenbach & Smith, 1993)

3. WHY TEAMS? According to-(Katzenbach & Smith, 1993). There is much more to the wisdom of teams than we ever expected, While there's no guaranteed way to build team performance there are 4 key lessons about teams and building performances which are highlighted.

4. “Significant performance challenges energize teams regardless of where they are in an organization.” The performance is the primary objective. A team function best when they are a means - not the an end. (Katzenbach & Smith, 1993) #1

5. “ Organizational leaders can foster team performance best by building a strong performance ethic, rather than by establishing a team-promoting environment alone.” (Katzenbach & Smith, 1993) #2

6. “Biases toward individualism exist but need not get in the way of team performance.” Turn individualism, self-preservation, and self-centered objectives to the benefit of the team. (Katzenbach & Smith, 1993) #3

7. “Discipline - both within the team and across the organization - creates the conditions for team performance.” “Groups become teams through disciplined action. They shape a common purpose, agree on performance goals, define a common working approach, develop high levels of complementary skills, and hold themselves mutually accountable for results.” (Katzenbach & Smith, 1993) #4

8. THE NEED for TEAMS Teams are more productive than groups Team members are committed to deliver tangible performances results. Teams are more flexible and productive than groups- they can be quickly assembled, deployed, refocused and disband which according to the authors are an unbeatable combination (Katzenbach & Smith, 1993).

9. Here are 4 phenomena explain why teams perform well 1 2 3 4 First, they bring together complementary skills and experiences That, by definition, exceed those of any individual on the team Second, in jointly developing clear goals and approaches, teams establish communications that supports real-time problem solving and initiative. According to-(Katzenbach & Smith, 1993). Fourth, teams have more fun. This is not a trivial point, because the kind of fun they have is integral to their performances. Third, teams provide a unique social dimension that enhances the economic and administrative aspects of work. Essentially overcoming barriers to performance is how groups becomes teams. st th rd nd

10. RESISTANCE TO TEAMS Katzenback and Smith- States that there are 3 primary sources for people's reluctance about teams that stand out: #1 Some have a lack of conviction that a team can work or some think teams are a waste of time (Katzenbach & Smith, 1993, pg. 250) #2 Some have p ersonal discomfort and risk. Many people fear they do not like to work in teams. Some are true lone wolfs and some who contribute the best when they left to work quietly on their own.(Katzenbach & Smith, 1993, pg. 250-251) #3 Weak organizational support structures . due to inadequate training to understanding a TEAM dynamic (Katzenbach & Smith, 1993, pg. 251)

11. CONCLUSION Reflective Questions: In some situations, teams seem to be better suited than individuals to take care of complex situations, How is a team different from a group? and Why is the use of teams by organizations increasing? How would you build high performance team or share your experience with working within teams? Teams are not the solution for everyone’s current and future organizational needs. Teams are a very important piece of the organizations Katzenbach & Smith Recognize the wisdom of teams, having the courage to try, and then apply the discipline to learn from experiences of collaboration. Teams are a “powerful vehicle for performance”. Building teams, needs to have an overall commitment to performance ethic this such be the overarching philosophy of teams. Teams need for collective work by two or more people, shifting leadership roles for situational awareness, need for mutual accountability in addition to individual accountability. Every team will encounter obstacles, high-performing teams develop tools for overcoming these obstacles. Key Takeaways (Katzenbach & Smith, 1993)