Chapter18-SkillsforOptimizingLeadershipasSituationsChange

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Part4:FocusontheSituation

Followers

Leader

Situation

Chapter18:SkillsforOptimizingLeadershipasSituationsChange

OverviewofChapter18SkillsforOptimizingLeadershipasSituationsChange

SimilartotheoverviewswepresentedinChapters3,8,and13,theensuingparagraphsoutlinewhatiscontainedinthischapter,Chapter18–SkillsforOptimizingLeadershipasSituationsChange.Theintentofthischapteristoaligntheskillsandtheassociatedexercisesmostrelevanttothe“FocusontheSituation”sectionofthetextbook.ThischapteroftheIMcanbeusedwithanyofthechaptersinPart4ofthetextor,specifically,withChapter18–SkillsforOptimizingLeadershipasSituationsChange,inthetextandIM.Inlinewithourthoughtsonhowtoteachaworld-classleadershipcourse(includedintheintroductorymaterialoftheIM),webelievethatskilldevelopmentisanintegralportionofleadershipdevelopment.Theskillsoutlinedaredesignedtobemorepracticalandhands-oninnature.Tothisend,thischapter(liketheotherskillschapters–Chapters3,8,and13)ofthemanualprovidesaslightlymodifiedorganizationfromtheotherchaptersintheIM.

Theincludedskillsaredesignedtobeintegratedwiththematerialfromtherelevantchaptersofthetext;therefore,wefocusexclusivelyonpresentinganoutlineoftheskills,aswellasexercisestodevelopandenhancesomeofthesespecificskills.Tomeetthisobjective,thesectionscontainingKeyLearningPoints,BriefDefinitions,SampleLessonPlans,andAdditionalReferences/Resourcesareomitted.Instructorsareencouragedtomatchtheskillexercisesincludedheretothecontentareaswherestudentscanbenefitthemostfromdevelopingthosepertinentskills.

LearningObjectivesforChapter18

LO18-01:Carryouttheactofcreatingacompellingvision.

LO18-02:Identify,manage,andresolveconflict.

LO18-03:Clarifywaystoconductaneffectivenegotiationprocess.

LO18-04:Characterizetheactofdiagnosingperformanceproblemsinindividuals,groups,andorganizations.

LO18-05:Defineteambuildingintopmanagementandthepitfallsofexecutiveteams.

Chapter18BriefOutline

CreatingaCompellingVision

Ideas:TheFuturePicture

Expectations:ValuesandPerformanceStandards

EmotionalEnergy:ThePowerandthePassion

Edge:Stories,Analogies,andMetaphors

ManagingConflict

WhatisConflict?

IsConflictAlwaysBad?

ConflictResolutionStrategies

Negotiation

PreparefortheNegotiation

SeparatethePeoplefromtheProblem

FocusonInterests,NotPositions

DiagnosingPerformanceProblemsinIndividuals,Groups,andOrganizations

Expectations

Capabilities

Opportunities

Motivation

ConcludingCommentsontheDiagnosticModel

TeamBuildingattheTop

ExecutiveTeamsareDifferent

ApplyingIndividualSkillsandTeamSkills

TripWireLessons

TripWire1:CallthePerformingUnitaTeambutReallyManageMembersasIndividuals

TripWire2:CreateanInappropriateAuthorityBalance

TripWire3:AssembleaLargeGroupofPeople,TellTheminGeneralTermsWhatNeedstoBeAccomplished,andLetThem“WorkOuttheDetails”

TripWire4:SpecifyChallengingTeamObjectives,butSkimponOrganizationalSupports

TripWire5:AssumeThatMembersAlreadyHaveAlltheCompetenceTheyNeedtoWorkWellasaTeam

ExtendedOutlineforChapter18

Introduction

Inthisfinalchapterweoffersomeideasaboutskillsappropriatetothelastelementoftheinteractionalframework

Theseskillsincluderelativelyadvancedleadershipskillsusefulinvariousspecificsituationalchallenges

Creatingacompellingvision

Managingconflict

Negotiation

Diagnosingperformanceproblemsinindividuals,groups,andorganizations

Teambuildingatthetop

CreatingaCompellingVision

Manyleaderscannotprovideacompellingdescriptionofhowtheyaddvalue

Asaresult,theyhavedifficultygettinganyoneexcitedtobecomepartoftheirgroup

Yetmanyfollowerswanttoknow

Wheretheirteamorgroupisgoing

Howitintendstogetthere

Andwhattheyneedtodotowin

Aleader’svisioncananswerthosequestions,explainwhychangeisnecessary,andkeepteammembersmotivatedandfocused

Asaleader’svisioncanhavepervasiveeffectsonfollowersandteams

Itisworthdescribingaprocessforbuildingacompellingleadershipvision

Aleader’svisionshouldbeapersonalstatementthathelpslistenersanswerthefollowingquestions

Whereistheteamgoing,andhowwillitgetthere?

Howdoestheteamwin,andhowdoesitcontributetothebroaderorganization’ssuccess?

Howdoesthespeakerdefineleadership?

Whatgetsthespeakerexcitedaboutbeingaleader?

Whatarethespeaker’skeyvalues?Inotherwords,whataretheleader’sexpectationsforteammembers,andwhatwillthespeakertolerateasaleader?

AsshowninFigure18.1,aleadershipvisionconsistsoffourrelatedcomponents:ideas,expectations,emotionalenergy,andedge

Ideas:TheFuturePicture

Aleadershouldfirstaccuratelyassessateam’sstrengths,weaknesses,andpotential

Donotdownplayoroverlookteamshortcomings–thatresultsinmediocrity

Next,theleadermustclearlydefinewheretheteamneedstobeoverthenext12-36months

Itshoulddescribetheteam’supcominggoals

Thereputationitneedstohavewithintheorganization,amongcompetitors,andwithcustomers

Andwhatstrategiestheteamwillpursuetoachievetheseoutcomes

Ideasshouldalsodescribe

Whatchangestheteammustmaketoaccomplishitsmajorgoals

Explainwhythesechangesarenecessary

Andgivelistenershopeforthefuture

Leaderscancompletetheideascomponentthemselves,orincreasecommitmentbyworkingwiththeirteamstoassessthesituation,setfutureteamgoals,andidentifythechangesneeded

Expectations:ValuesandPerformanceStandards

Aleader’svisionshouldclearlydescribetheirexpectationsforteammemberbehavior

Expectationsarehighlyrelatedtotheleader’svalues

Leadersshouldspendtimeidentifyingtheteam’scorevaluesandassociatedbehaviors

Animportantleadershiproleisensuringteamcorevaluesalignwiththefuturepicture

Teamgoalsrepresentwhatateammustdotosucceed

Corevaluesandoperatingprinciplesrepresenthowteammembersshouldbehaveiftheteamistowin

Aleadershouldimplementasetoflimited(5-8)corevalues

Leadersnotonlyneedtoberolemodelsforthesecorevalues

Theyalsoneedtoholdteammembersaccountablefortheirbehavior

EmotionalEnergy:ThePowerandthePassion

Thelasttwocomponentsofleadershipvision,emotionalenergyandedge,areconcernedmorewithdeliverythancontent

Emotionalenergyisthelevelofenthusiasmleadersusetoconveythefuturevisionandtheteam’soperatingprinciples

Makesurethisenthusiasmisclearinthedeliveryofthevision

Usearangeofemotionswhendescribingthefuturepictureandoperatingprinciples

Edge:Stories,Analogies,andMetaphors

Perhapsthemostdifficultcomponenttomasterwhencreatingaleadershipvisionisedge

Edgepertainstolessonsofleadershiplearnedthroughpersonalexperiencethatrelatestotheteam’sfuturepictureandcorevalues

Includespersonalstoriesandexamples

Usesslogans,analogies,andmetaphorstohelpclarifyandsimplifywheretheteamisgoingorwhatitstandsfor

Themorepersonaltheexamplesandthesimplerthestories

Themorelikelyleaderswillleaveanimpressiononteammembers

Leadersshouldnotspendtoomuchtimeonedgeuntiltheteam’sfuturepictureandcorevaluesareclearlydefined

Thentheleaderneedstoreflectonhowtheirpersonalexperiencescanhelpteammembersunderstandwheretheteamisgoingandwhycertainbehaviorsareimportant

Brainstormanalogies,metaphors,andslogansthatdistillteamgoalsandbehaviorsintosimple,memorablemessages

Althoughideas,expectations,emotionalenergy,andedgemakeupthefourcomponentsofaleader’svision,severalotherleadershipvisionissuesareworthnoting

First,thedeliveryofaleader’svisionimproveswithpractice

Second,leadersneedtorememberthatthemostcompellingpresentationsofleadershipvisionsarerelativelyshortandmakespareuseofPowerPoint

Third,leadersneedtocontinuallytieteameventsbacktotheirvisionandcorevalues

Fourth,havingaclearandcompellingleadershipvisionshouldgoalongwayinansweringthequestion,“WhyshouldIworkforyou?”

ManagingConflict

Conflictisaninevitablefactoflifeandaninevitablefactofleadership

Researchfindsthatfirst-linesupervisorsandmid-levelmanagerscanspendmorethan25percentoftheirtimedealingwithconflict

Resolvingconflicthasbeenfoundtobeanimportantfactorinleadershipeffectiveness

Successfulconflictresolutionwillincreaseinimportanceasleadershipandmanagementmovesawayfromauthoritariandirectivestowardcooperativeapproachesemphasizing

Rationalpersuasion

Collaboration

Compromise

Andsolutionsofmutualgain

WhatIsConflict?

Conflictoccurswhenopposingpartieshaveinterestsorgoalsthatappearincompatible

Conflictcanoccurwhengrouporteammembers

Havestrongdifferencesinvalues,beliefs,orgoals

Havehighlevelsoftaskorlateralinterdependence

Arecompetingforscarceresourcesorrewards

Areunderhighlevelsofstress

Faceuncertainorincompatibledemands–roleambiguityandroleconflict

Conflictcanoccurwhenleadersactinamannerinconsistentwiththevisionandgoalstheyhavearticulatedfortheorganization

Themostimportantsourceofconflictisthelackofcommunicationbetweenparties

Leaderscanminimizethelevelofconflictwithinandbetweengroups

Byimprovingtheircommunicationandlisteningskills

Andbyspendingtimenetworkingwithothers

Beforereviewingspecificnegotiationtipsandconflictresolutionstrategies,itisnecessarytodescribeseveralaspectsofconflictthatcanimpactontheresolutionprocess

First,thesizeofanissue,theextenttowhichpartiesdefinetheproblemegocentrically,andtheexistenceofhiddenagendasaffecttheconflictresolutionprocess

Second,seeingaconflictsituationinwin-loseoreither-ortermsrestrictstheperceivedpossibleoutcomestoeithertotalsatisfactionortotalfrustration

Asimilarbutlessextremevariantistoseeasituationinzero-sumterms

Intermediatedegreesofsatisfactionarepossible

Butincreasesinoneparty’ssatisfactioninherentlydecreasestheotherparty’ssatisfaction,andviceversa

Stillanothervariantcanoccurwhenpartiesperceiveaconflictasunresolvable

Here,neitherpartygainsattheexpenseoftheother

Buteachcontinuestoperceivetheotherasanobstacletosatisfaction

IsConflictAlwaysBad?

Researchfindsthatsomelevelofconflictmayboostinnovationandperformance

Conflictthatenhancesgroupproductivityisviewedasuseful

Conflictthathindersgroupperformanceisviewedascounterproductive

VariouspossiblepositiveandnegativeeffectsofconflictarelistedinHighlight18.1

Researchersalsofoundthatconflictcancausearadicalchangeinpoliticalpower

Dramaticchangesinorganizationalstructureanddesign,groupcohesiveness,andgroupororganizationaleffectiveness

Itisimportanttorealizethatthiscurrentconceptualizationofconflictisstilllimitedinscope

Leadersmaybeevaluatedintermsofmanycriteria,onlyoneofwhichisgroupperformance

Whentryingtodeterminewhetherconflictisgoodorbad

Leadersshouldusecriteriasuchasturnoverandabsenteeismratesandfollowers’satisfactionororganizationalclimateratings

Inadditiontomeasuresofgroupperformance

Leadersarecautionedagainstusinggroupperformancealonebecausethismaynotrevealtheoveralleffectsofconflictonthegrouporteam

ConflictResolutionStrategies

Inadditiontospendingtimeunderstandingandclarifyingpositions,separatingpeoplefromtheproblem,andfocusingoninterests,leaderscanusefivestrategiestoresolveconflicts

Thebestwaytodifferentiateamongthesefivestrategiesisthinkofconflictresolutionintermsoftwoindependentdimensions:

Cooperativenessversusuncooperativeness

Andassertivenessversusunassertiveness

SeeFigure18.2

Usingthesetwodimensions,therearefivegeneralapproachestomanagingconflict

Competition

Thisreflectsadesiretoachieveone’sownendsattheexpenseoftheother

Thisisdomination,alsoknownasawin-loseorientation

Accommodation

Reflectsamirrorimageofcompetition

Entirelygivingintosomeoneelse’sconcernswithoutmakinganyefforttoachieveone’sownends

Thisisatacticofappeasement

Sharing

Thisapproachrepresentsacompromisebetweendominationandappeasement

Bothpartiesgiveupsomething,yetbothpartiesgetsomething

Bothpartiesaremoderately,butincompletely,satisfied

Collaboration

Reflectsanefforttofullysatisfybothparties

Thisisaproblem-solvingapproachthatrequirestheintegrationofeachparty’sconcerns

Avoidance

Involvesindifferencetotheconcernsofbothparties

Itreflectsawithdrawalfromorneglectofanyparty’sinterests

Eachoftheseapproachesreflectscertainculturallyvaluesmodesofbehavior

Ourculturalvaluationofcompetitionisshownintheesteemwegiveheroes

Valuationofapragmaticapproachtosettlingproblemsisreflectedinthecompromisingapproach

Culturalvaluesofunselfishness,kindness,andgenerosityisreflectedinaccommodation

Evenavoidancehasrootsinphilosophiesemphasizingcaution,diplomacy,andturningawayfromworldlyconcerns

Theseculturalrootssuggestthatnosingleoneislikelytoberightallthetime

Therearecircumstanceswheneachisappropriate

Ratherthanseekasinglebestapproachtomanagingconflict

Itmaybewisetoappreciatetherelativeadvantagesanddisadvantagesofallapproaches

Aswellasthecircumstanceswheneachmaybemostappropriate

AsummaryofrecommendationsforwhentouseeachstrategyisinHighlight18.2

Winninganegotiationatyourcounterpart’sexpenseislikelytobeonlyashort-termgain

Leadersshouldlookforlong-termgoals

Andtrytobuildaworkingrelationshipthatwillendureandbemutuallytrustingandbeneficialbeyondthepresentnegotiation

Leadersshouldalwaysseekwin-winoutcomessatisfyingbothsides’needs

Ittakescreativeproblemsolvingtofindnewoptionsthatprovidegainsforbothsides

Realistically,notallsituationsmaybeconducivetowin-winoutcomes

SeeHighlight18.3

Negotiation

Negotiationisanapproachthatmayhelpresolvesomeconflicts

Thefollowingnegotiatingtipsinclude

Takingtimetoprepareforanegotiatingsession

Keepingthepeopleandproblemsseparate

Andfocusingoninterestsratherthanonpositions

PreparefortheNegotiation

Leadersmayneedtospendconsiderabletimepreparingforanegotiatingsession

Leadersshouldanticipateeachside’s

Keyconcernsandissues

Attitudes

Possiblenegotiatingstrategies

Andgoals

SeparatethePeoplefromtheProblem

Allnegotiationsinvolvesubstantiveissuesandrelationshipsbetweennegotiators,itiseasyforthesepartstobecomeentangled

Whenthathappens,partiesmayinadvertentlytreatthepeopleandtheproblemasthoughtheywerethesame

Thisisusuallyamistakebecausethedecisionmaybeoutoftheotherparty’shands

Andpersonallyattackingtheotherpartyoftenmakestheconflictmoredifficulttoresolve

Leaderscandoseveralthingstoseparatethepeoplefromtheproblem

Leadersshouldnotlettheirfearscolortheirperceptionsofeachside’sintentions

Itiseasytoattributenegativequalitiestootherswhenyoufeelthreatened

Anotherthingleaderscandoistocommunicateclearlyandpracticeactivelistening

FocusonInterests,NotPositions

Focusingoninterestsdependsonunderstandingthedifferencebetweeninterestsandpositions

SayRaoulhashadthesamereservedseatstothelocalsymphonyforseveralyears

Hewasjustnotifiedhewillnolongergethisusualtickets,andhegoestocomplain

Oneapproachwouldbetodemandthesameseats,thiswouldbehisposition

Orhecouldfindalternativesatisfactoryseats,thiswouldbehisinterest

Innegotiating,itismoreconstructivetosatisfyintereststhantofightoverpositions

Itisimportanttofocusbothonyourcounterpart’sinterests–notposition

Andonyourowninterests–notposition

DiagnosingPerformanceProblemsinIndividuals,Groups,andOrganizations

Inmanywaysleaderswillbeonlyaseffectiveasthefollowersandteamstheylead

Oneofthemoredifficultissuesleadersmustdealwithismanagingindividualsorteamsthatarenotperforminguptoexpectations

Toaddtothedifficulty,lackofperformancemaybeobvious,butthereasonsmaynot

Leaderswhocorrectlydeterminewhyperformanceislackingismorelikelytoimplementanappropriateintervention

Manyleadersdonothaveamodelorframeworkfordiagnosingperformanceproblems

Asaresult,manydoapoorjobofdealingwithproblemperformers

ThemodelinFigure18.3givesleadersaframeworkforunderstandingwhyafollowerorteammaybeunderperformingandwhattheleadercandotoimprovethesituation

Thismodelmaintainsthatperformanceisafunctionofexpectations,capabilities,opportunities,andmotivation

Performance=f(ExpectationsxCapabilitiesxOpportunitiesxMotivation)

Adeficitinanycomponentshouldresultinasubstantialdecreaseinperformancethatcannotbeeasilymadeupbyincreasingothercomponents

Amorethoroughexplanationofthecomponentsandwhatleaderscandotoimproveperformancefollows

Expectations

Performanceproblemsoftenoccurbecauseindividualsorgroupsdonotunderstandwhattheyaresupposedtodo

Itistheleader’sresponsibilitytoensurethatfollowersunderstand

Theirroles

Goals

Performancestandards

Andthekeymetricsfordeterminingsuccess

MoreinformationaboutgoalsettingandclarifyingteamgoalsandrolesisfoundinChapter13

Capabilities

Justbecausefollowersunderstandwhattheyaresupposedtododoesnotmeantheycandoit

Abilitiesandskillsarethetwocomponentsthatmakeupcapabilities

Abilityisreallyanothernameforrawtalent,andincludesindividualvariablessuchas

Athleticism

Intelligence

Creativity

Personalitytraits

Abilitiesareinsensitivetotraining

Insteadselectindividualswiththeabilitiesneededforperformance

Iffollowershavetherawtalent,theymaystilllacktheskillsneededtoperform

AsdiscussedinChapter07,skillsconsistofawell-definedbodyofknowledgeandasetofrelatedbehaviors

Unlikeabilities,skillsareamenabletotraining

Leaderswithhighlevelsofrelevantexpertisemaycoachothersindevelopingtheirskills,seethattheyareobtainedoffthejob,orsendthemtotraining

Opportunities

Performancecanbelimitedwhenfollowerslacktheresourcesneededtogetthejobdone

Atothertimes,followersmaylacktheopportunitytodemonstrateacquiredskills

Leadersmustensurethatfollowersandteamshave

Theneededequipment

Financialresources

Opportunitiestoexhibittheirskills

Motivation

Manyperformanceproblemscanbeattributedtoalackofmotivation

Thecriticalissueiswhetherfollowersorgroupschoosetoperformorexhibitthelevelofeffortnecessarytoaccomplishatask

Ifthisdoesnotoccur,theleadershouldfirsttrytolearnwhypeopleareunmotivated

Sometimesthetaskmayinvolveriskstheleaderisnotawareof

Orindividualsorgroupsmayrunoutofsteamtoperformthetask

Ortheremaybefewconsequencesforsuperiororunsatisfactoryperformance

Leadershaveseveraloptionstoresolvemotivationproblemsinfollowersandteams

First,theycanselectfollowerswhohavehigherlevelsofachievementorintrinsicmotivationforthetask

Second,theycansetcleargoalsordoabetterjobprovidingperformancefeedback

Theycanreallocateworkacrosstheteamorredesignthetaskstoimproveskillvariety,tasksignificance,andtaskidentity

Theycanrestructurerewardsandpunishmentssotheyaremorecloselylinkedtoperformancelevels

SeeChapter09formoreinformationaboutmotivatingfollowers

ConcludingCommentsontheDiagnosticModel

Insummary,thismodelprovidesanintegrativeframeworkformanyofthetopicsaffectingperformance

Itreviewssomeofthefactorsthataffectperformance

Andsuggestsideasforrectifyingperformanceproblems

However,thismodeladdressesonlyfollower,group,andorganizationalperformance

Leadersneedtorememberthereareotherdesirableoutcomes,suchas

Organizationalclimate

Andjobsatisfaction

Leadersshouldrememberthatactionstoincreaseperformance–especiallyintheshort-term–mayadverselyimpacttheseotherdesirableoutcomes

TeamBuildingattheTop

Incertainways,executiveteamsaresimilartoanyotherteams

Whenteamworkiscritical,allthelessonsofbuildinghigh-performanceteamsapply

Individualmembersmustbecomfortablewiththeirownstrengthsandweaknesses

Andthestrengthsandweaknessesoftheirpeers

Buttwoimportantdifferencesbetweenmostteamsand“teamsatthetop”shouldbeaddressed

ExecutiveTeamsAreDifferent

Asopposedtootherkindsofworkteams,notallworkattheexecutivelevelrequiresall(orevenany)oftheteamtobepresent

Manytopleadershipchallengesdonotrequireteamworkatall

Furthermore,manytopleadershipchallengesthatdoconstituterealteamopportunitiesdonotrequireorwarrantfullinvolvementbyeveryoneofficiallyontheteam

Theseteamsrarelyfunctionasacollective

Therealtrickforexecutiveteamsisthatwhenateamsituationpresentsitself,tobeableto

Applyboththetechnicalindividualskills

Andtheskillsrequiresforhigh-performanceteamwork

ApplyingIndividualSkillsandTeamSkills

Therearetwocriticalrequirementsifthisistowork

First,leadersmusthavethediagnosticskillstodiscernwhetherachallengeinvolvesanindividualsituationorateamsituation

Thenleadersmust“staythecourse”whenateamsituationispresent

Donotslipbackintotraditionalmodesbutallowtheteamtocompletetheworkasateam

Second,executiveteamshaveanopportunitytoenhanceteamworkthroughouttheirorganizationthatfewothershave

Onlytheexecutiveteamcanchangeorganizationalsystems–chapter12

TripwireLessons

Finally,executiveleadershaveimportantlessonstolearnaboutteambuildingatthetop

Yet,somebehaviorsleadersengageincanvirtuallyguaranteeteamfailure

Thesearereferredtoas“tripwires”

TripWire1:CallthePerformingUnitaTeambutReallyManageMembersasIndividuals

Onewaytosetupworkistoassignspecificresponsibilitiestospecificindividuals

Thenchoreographindividuals’activitiessotheirproductscoalesceintoateamproduct

Acontrastingstrategyistoassignateamresponsibilityandaccountabilityforanentirepieceofwork

Andletmembersdecideamongthemselveshowtheywillproceedtoaccomplishthework

Thougheitherstrategycanbeeffective,achoicemustbemadebetweenthetwo

Amixedmodelislikelytoconfuseeveryoneandisuntenableinthelongrun

Amixedmodelisoneinwhichpeoplearetoldtheyareateambuttreatedasindividualperformerswiththeirownspecificjobstodo

Toreapthebenefitsofteamwork,aleadermustactuallybuildateam

Explicitactionmustbetakento

Establishtheteam’sboundaries

Definethetaskasoneforwhichmembersarecollectivelyresponsibleandaccountable

Givememberstheauthoritytomanageboththeirinternalprocessesandtheteam’srelationswithexternalentitiessuchasclientsandcoworkers

Oncethisisdone,managementbehaviorandorganizationalsystemsgraduallycanbechangedasnecessarytosupportteamwork

TripWire2:CreateanInappropriateAuthorityBalance

Achievingagoodbalanceofmanagerialandteamauthorityisdifficult

Equallyimportantarethedomainsofauthorityassignedandretained

Managersshouldexerciseauthorityoverdirection

Theendstatestheteamistopursue

Managersshouldalsocontrolouter-limitconstraintsonteambehavior

Thethingstheteammustalwaysdoorneverdo

Managersshouldassigntheteamfullauthorityforthemeansbywhichitaccomplishesitswork

Fewmanagerialbehaviorsaremoreconsequentialforthelong-termexistenceofteamsthanthosethataddressthepartitioningofauthoritybetweenmanagersandteams

Ittakesskillstoaccomplishthiswell

Thisskillhasemotionalandbehavioralaswellascognitivecomponents

TripWire3:AssembleaLargeGroupofPeople,TellTheminGeneralTermsWhatNeedstoBeAccomplished,andLetThem“WorkOuttheDetails”

Justasmanagerssometimesmistakenlyattempttoempowerteamsbyrelinquishingallauthoritytothem,sometrytoremoveallorganizationalstructures

Managersholdingthisviewoftenprovideteamswithlessstructurethantheyneed

Tasksaredefinedinvague,generalterms

Groupcompositionisunclearorfluid

Thelimitsoftheteam’sauthorityarekeptdeliberatelyfuzzy

Theunstatedassumptionisthatthereissomemagicinthegroupinteractionprocessandbyworkingtogether,memberswillevolveanystructurestheteamneeds

Thisisafalsehope–thereisnosuchmagic

Groupswithinsufficientstructurestendtohaveprocessproblems

TripWire4:SpecifyChallengingTeamObjectives,butSkimponOrganizationalSupports

Evenwithaclear,engagingdirectionandanenablingstructure,ateams’performancecanstillgosour–orbelowpotential–iftheteamisnotwellsupported

Thishappenswhenteamsaregiven“stretch”objectivesbutnotthemeanstoaccomplishthem–highenthusiasmchangestodisillusionment

Itmaybedifficulttoprovideteamsupport,especiallyinorganizationsdesignedtosupportworkbyindividuals

Thecompensationpolicymayhavenoprovisionforteambonuses

HRmayofferindividualtraining,butnoteamtraining

Performanceappraisalsystemsmaymeasureindividualcontributions,butnotteamcontributions

Informationsystemsandcontrolsystemsmaygivemanagersdataonindividuals,butnotforteams

Thematerialresourcesrequiredfortheworkmaybepre-specifiedwithnoprocedureforateamtosecuretheresourcesitneedstoexecutethetask

Aligningexistingorganizationalsystemswiththeneedsofteamsoftenrequiresmanagerstoexercisepowerandinfluenceupwardandlaterally

Itishardtoprovidegoodorganizationalsupporttotask-performingteam,butitisworththetrouble

TripWire5:Assume