Teamwork can be rewarding when teams work, eat and play together effectively. While teams are generally more creative than individuals, it depends on minimizing disadvantages like process losses that come from coordination challenges. Successful teams pick the right people and provide them with needed resources to achieve synergy greater than the sum of individual parts.

3. Teamwork is always fun and rewarding.
Effective teams eat, work and play together.

4. People on teams love must each other.
Teams are more creative than individuals

5. The whole is greater than the sum of the parts.
If you pick the right people and give them resources
,teams will succeed!

6. THE BIGGER THE TEAM THE BETTER!

7. 1. Creative
2. Tactical
3. Problem-Solving
Source: LaFasto, F. M. and Larson.C.E., (1989). Teamwork: What must go right/what can go wrong. Newbury Park, CA:
Sage.

8.  Manager Led
 Self-Managing
 Self Designing or Self Governing
Source: Thompson, L., (2008) Making the team: a guide for managers. Northwestern, Prentice Hall

9. Teams have a longer learning curve
than individuals.(Ferrari)
Coopetition characterizes most team
relationship
Team Performance
= f (People+ Situation+ Process)

10. Task conflict enhances
performance!
Interpersonal conflict
hinders performance!

12.  Did your group out-
perform its best member?
 Were you able to
recognize the “expertise”
of your members?

13. “None of us are as smart as all of us.”
Potentially.
It depends on our ability to generate group synergy, and
minimize potential disadvantages of working in
groups.

15. Actual Group = Potential – Process + Process Gain
Productivity Productivity Loss1 (SYNERGY)
1Process Loss = Ability Loss + Motivation
Loss + Coordination Loss

16. the average individual score is
worse than the average team
score… suggesting that
groups are better at making
decisions….
However, the average team
score is NOT consistently
better than the “best”
individual score…suggesting
that groups are not always as
good as or better than their
best member…

17. Individual Factors
(KSAOs,
Synergistic
personality, etc.) gain
Team Factors
(structure, Interaction Process Outcome
composition, size, etc.)
Process
Environmental Factors
(Reward system, loss
supervision, training, etc.)

18. DECISION MAKING EXERCISE
CARTER RACING!
TO RACE or NOT TO RACE!

21.  Seeking evidence to confirm initial hypothesis
and excluding the search for disconfirming
information
 This leads to:
 Selective attention
 Selective interpretation
 Selective recall
 Can also create self-fulfilling prophesies

22. Sandy Pat
Envious Intelligent
Stubborn Industrious
Critical Impulsive
Impulsive Critical
Industrious Stubborn
Intelligent Envious

23.  Jim left the house to get some stationery. He walked out into the
sun-filled street with two of his friends, basking in the sun as he
walked. Jim entered the stationery store, which was full of people.
Jim talked with an acquaintance while he waited to catch the clerk’s
eye. On his way out, he stopped to chat with a school friend who
was just coming out of the store. Leaving the store, he walked
toward the school. On his way, he met a woman to whom he had
been introduced the night before. They talked for a short while, and
then, Jim left for school.
 After school, Jim left the classroom alone. Leaving the school, he
started on his long walk home. The street was brilliantly filled with
sunshine. Jim walked down the street on the shady side. Coming
down the street, he saw the pretty woman whom he had met the
previous evening. Jim crossed the street and entered a candy store.
The store was crowded with students and he noticed a few familiar
faces. Jim waited quietly until he caught the counterman’s eye and
then gave his order. Taking his drink, he sat at a side table. When
he had finished his drink, he went home.


24. Condition % rating Jim as
friendly
Friendly description only 95%
Friendly first, unfriendly last 78%
Unfriendly first, friendly last 18%
Unfriendly description only 3%

26.  Action does not produce
return, may produce loss.
 Decision is made to
commit further resources
in order to “turn the
situation around.”
 Process may repeat and
“escalate” several times as
additional resources are
invested.

28.  People bring their
behavior into alignment
with a group’s
expectations & beliefs
 Cause: People want
acceptance & inclusion in
groups. Exclusion occurs
when people do not
conform

29. Asch Experiments in Conformity
Which line is closest in length to the standard?
A B C
Standard

30.  Deterioration of mental
efficiency
 Suppression of reality-
testing
 Censorship of doubts
 Ignoring outside
information
 Overconfidence
 Attitude of invulnerability

31.  Teams often agree to a course of
action that none of them wants,
because each member assumes
that the others want it
 Causes:
 Fear of conflict
 Conformity seeking
 Pluralistic ignorance: Others want it!

32. “I want to talk with you about the
research project. Although I have
previously said things to the
contrary. I frankly don’t think it will
work and I am very anxious about it.
I suspect that others may feel the
same, but I don’t know. Anyway, I
am concerned that we may end up
misleading one another, and if we
aren’t careful, we may continue to
work on a problem that none of us
wants and that might even bankrupt
us. That’s why I need to know where
the rest of you stand. I would
appreciate any of your thoughts
about the project. Do you think it
can succeed?” – Harvey

33.  Definition: Group judgments often more extreme
than average of the judgments of individual
members
 Risky shift
 Cautious shift
 Causes:
 Need to be right: people are information dependent on
others
 Need to be liked: people desire acceptance by a group

37. Good decisions
require asking the
right questions
De-bias - identify and
avoid pressures
Create an
atmosphere in your
groups where unique
information is shared
and listened to