BUS-Z 302 Lecture 9Outline of Last Lecture I. Team EffectivenessOutline of Current Lecture II. Team Effectiveness Day 2Current Lecture-80% of your value from your job comes from 20% of your job-As a manager, always start off with the idea that people are innocent until proven guiltyoDon’t immediately go against your employees-Start on their side and let them explain what happened-If you turn on them instantly then they will shutdown on you-Key Problem solving issuesoBias blind spot-Escalation of commitmentA feeling that we've already put effort into something and thinking that we can't back downWe can spot a decision fallacy in others but have trouble seeing it in ourselvesoFirst instinct -We are very easily fooled-Overcoming Judgement BiasesoConfidence estimatesoTrial and error-Pilots and testsoHealthy skepticism-Best argument against-Weakest links in your caseExplaining why you aren't doing something is powerful because you are showing that you are looking at your options and have a reason why youare arguing for a certain decision-How will I know if wrong?-What is the evidence?Want to get away from emotion and feelings and passionsThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Asking this question will separate passions from making the best decision-Different Teams, Different ChallengesoTeams that recommend thingsoTeams that make or Do thingsoTeams that run thingsoWhat are the major differences and obstacles to effectiveness for these different types of teams?oNot all teams in every context are alike-Judging Team EffectivenessoProduction outputoMember satisfactionoCapacity to continue as a team-Disciplines of High Performance Teams (you have to do all of them all of the time)oSmall size(the two pizza group)-If you can't feed a team with two pizzas then break them into subgroupsoComplementary and committed members-We need to figure out what is the shared goal and make it clear what that goal is-We need to make sure that the people on a certain team are the best possible combinationoShared goalsoEffective information processing-Rules of the roadHow as a team are we going to function?-Essentials off effective meetingsThe 2-question start-What are 2-3 outcomes?-How much time do we have?AgendaScribeGo-AroundsShared LeadershipUse "parking lots"-Taking a non-essential part of a meeting by putting it in a "parking lot"-We may get to it but right now we need to stay on task-That way the meeting is still effective but you aren't shutting people's ideas downFollow-up and public accountabilityoMutual accountability-Everybody needs to have a stake in the team so that team members are motivated to be successful oWhat good team things are NOT on the list and why?-Trust, diversity, leadership, etc. will stem from the five disciplines and not the other way around-When Teams are BetteroTeams aren't always the best options for everything-If you have opposites for the following reasons for a team then you creating a team for something won't be successfuloNo individual expert-When you really aren't sure what to do, that is a great place for a teamoNeed creativity and innovationoNeed buy-in and executionoConnect people to the organization-Threats to team performanceoInformation processing biasesoSocial loafing-You want everyone to be involved, not have people think that others will carry the weight of a teamoSocial conformity-GroupthinkCohesive teams have the greatest risk because you all want to please each other-Abilene paradoxExample: group going to get Pizza X and deciding on a pizza-You end up with a pizza that no one wants because we are moreworried about group pressure-Group CohesivenessoGood thing when you have norms of high performance-Bad when you have a low performance or evil norms(aka slacking, or gangs)oMembers of a cohesive group generally have:-More energy/caring/support-Less absence-More happiness with