创建高效团队Creating highperformance teamsWord格式.docx
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创建高效团队Creating highperformance teamsWord格式.docx
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BruceTuckman的团队发展阶段StagesofTeamDevelopment模型可以被用来辨识团队构建与发展的关键性因素,并对团队的历史发展给以解释。
Teamsgenerallyneedtopassthroughseveraldevelopmentalstages团队通常需要经历几个发展阶段beforetheybecomeproductive.Managersmustunderstandthisdevelopmentalprocesssotheycanfacilitateit.
团队发展包括以下五个阶段,详见《群体发展的五阶段模型Five-stagemodelofgroupdevelopment》:
(1)组建期Forming
(2)激荡期Storming
(3)规范期Norming
(4)执行期Performing
(5)休整期Adjourning
Althoughsomeworkteamsdonotpassthrougheveryoneofthedevelopmentstagesjustdescribed,understandingthestagesofforming,storming,norming,performing,andadjourningwillgivemanagersmanyusefulinsightsonhowtobuildproductiveworkteams.Aboveall,managersmustrealizethatnewteamsaredifferentfrommatureteamsandthattheirchallengeistobuildwhateverteamtheyareinchargeofintoamature,productiveteam.
团队的构成要素5P
团队的构成要素总结为5P,分别为“目标、人、定位、权限、计划”。
团队和群体有着根本性的一些区别,群体可以向团队过渡。
1.目标Purpose
(1)团队应该有一个既定的目标,否则这个团队就没有存在的价值。
(2)团队的目标必须跟组织的目标一致
2.人People
(1)人是构成团队最核心的力量
(2)人员的选择是团队中非常重要的一个部分
3.团队的定位Place
(1)团队的定位,团队在企业中处于什么位置,由谁选择和决定团队的成员,团队最终应对谁负责,团队采取什么方式激励下属
(2)个体的定位,作为成员在团队中扮演什么角色,是订计划还是具体实施或评估
4.权限Power
(1)整个团队在组织中拥有什么样的决定权?
(2)组织的基本特征:
规模、团队的数量、授权、业务类型等
5.计划Plan
(1)实现目标的行动方案、工作程序
(2)按计划进行保证团队的顺利进度
LinkingTeamsandGroupConcepts—TowardCreatingHigh-PerformanceTeams—HowtoBuildPowerfullySuccessfulWorkTeams
Let’snowlookathowourknowledgeofgroupprocessescanhelpuscreatemoreeffectiveorhigh-performanceteams.
Belongingtoateam,inthebroadestsense,isaresultoffeelingpartofsomethinglargerthanyourself
团队人数Sizeofworkteams
Thebestworkteamstendtobesmall.Whentheyhavemorethanabout10to12members,itbecomesdifficultforthemtogetmuchdone.
So,indesigningeffectiveteams,managersshouldkeepthemtounderadozen管理者应该保证团队的人数少于12人.Ifanaturalworkingunitislargerandyouwantateameffort,considerbreakingthegroupintosubteams.
成员的能力Abilityofmembers
Toperformeffectively,ateamrequires3differenttypesofskills.
(1)First,itneedspeoplewithtechnicalexpertise
(2)Second,itneedspeoplewiththeproblem-solvinganddecision-makingskillstobeabletoidentifyproblems,generatealternatives,evaluatethosealternatives,andmakecompetentchoices.
(3)Finally,teamsneedpeoplewithgoodlistening,feedback,conflictresolution,andotherinterpersonalskills.
Noteamcanachieveitsperformancepotentialwithoutdevelopingall3typesofskills.Therightmixiscrucial适当的组合是关键.
Allocatingrolesandpromotingdiversity
Wehavedemonstratedthatpeopledifferintermsofpersonalitytraitsandthatemployeeperformanceisenhancedwhenindividualsareputintojobsthatarecompatiblewiththeirpersonalities.Well,thesamethingistruewithregardtofillingpositionsonaworkteam.
Teamshavedifferentneedsandpeopleshouldbeselectedforateambasedontheirpersonalitiesandpreferences.【】
团队9大潜在角色Ninepotentialteamroles
High-performingteamsproperlymatchpeopletovariousroles.Successfulteamshavepeopletofillallthekeyrolesandhaveselectedpeopletoplayintheserolesbasedontheirskillsandpreferences.
Onestreamofresearchhasidentified9potentialteamrolesthatpeopleprefertoplay:
1Creator-innovators:
initiatecreativeideas
2Explorer-promoters:
championideasafterthey’reinitiated
3Assessor-Developers:
Analyzedecisionoptions
4Thruster-Organizers:
Providestructure
5Concluder-Producers:
Providedirectionandfollowthrough
6Controller-Inspectors:
Checkfordetails
7Upholders-Maintainers:
Fightexternalbattles
8Reporter-Advisers:
Seekfullinformation
9Linkers:
Coordinateandintegrate
Althoughifforcedto,mostpeoplecanperforminanyofthesegoals,mosthavetwoor3rolestheystronglyprefer.Managersneedtounderstandtheindividualstrengthsthateachpersoncanbringtoateam,selectmemberswiththisinmind,andallocateworkassignmentsthatfitwithmembers’preferredstyles.Bymatchingindividualpreferenceswithteamroledemands,managersincreasethelikelihoodthatteammemberswillworkwelltogether.
目标的共同承诺Havingacommitmenttoacommonpurpose
Effectiveteamshaveacommonandmeaningfulpurposethatprovidesdirection,momentum,andcommitmentformembers
⏹Establishingspecificgoals&
objectives
Successfulteamstranslatetheircommonpurposeintospecific,measurable,andrealisticperformancegoals.Goalsdefinetheteam’sendtargets.Thesespecificgoalsfacilitateclearcommunicationandhelpteamsmaintaintheirfocusongettingresults.
Thebiggerpicturedrivesyouractions;
yourfunctionexiststoservethebiggerpicture.Youneedtodifferentiatethisoverallsenseofteamworkfromthetaskofdevelopinganeffectiveintactteamthatisformedtoaccomplishaspecificgoal.
领导与结构Leadershipandstructure
Goalsdefinetheteam'
sendtargets.Buthighperformanceteamsalsoneedleadershipandstructure高效团队仍然需要领导与团队组成结构toprovidefocusanddirection《见群体结构Groupstructure》
社会性懈怠与责任Socialloafingandaccountability
Individualscanhideinsideagroup.Theycanengagein“socialloafing”andcoastonthegroup'
seffortbecausetheirindividualcontributionscan’tbeidentified.
Highperformanceteamsunderminethistendencybyholdingthemselvesaccountableatboththeindividualandteamlevel.【undermine[]破坏】
Successfulteamsmakemembersindividuallyandjointlyaccountablefortheteam’spurpose,goals,andapproach.Theyareclearonwhattheyareindividuallyresponsibleforandwhattheyarejointlyresponsiblefor.
Howdoyougetteammemberstobebothindividuallyandjointlyaccountable?
Thetraditionalindividualorientedevaluationandrewardsystemmustbemodifiedtoreflectteamperformance.
绩效评估与奖励体系
Appropriateperformanceevaluationandrewardsystems
Individualperformanceevaluations,fixedhourlywages,individualincentives,andthelike,areconsistentwiththedevelopmentofhighperformanceteams.
Soinadditiontoevaluatingandrewardingemployeesfortheirindividualcontribution,managementshouldconsidergroup-basedappraisals,profitsharing,gainsharing,small-groupincentives,andothersystemmodificationsthatreinforceteameffortandcommitment.
TeamMotivation
(1)Whataretheingredientsorcharacteristicsofteamsthatseemtosustainhighlevelsofmotivation?
(2)WhatMakesUsDoAnything?
(3)Whyispartofateam?
You’vebeenaskedtoparticipateonateamtoaccomplishsometask.Immediatelyyourdecision-makingprocessbegins.
1Whatisthepurposeoftheteam?
2Isitatopicthatinterestsme?
3Whowillbeontheteamwithme?
4Whatkindofauthoritywillwehave?
5Isitimportanttomanagement?
6Whatistherewardforparticipating?
7Whatistherisk(perceivedaspunishment)fornotparticipating?
8Howlongwillitrun?
9WillIbebetteroffasaresultofmyparticipation?
FactorsThatInfluenceTeamMotivationcouldbe:
1.Purpose
Ihaveaskedpeopleforyearstodescribethecharacteristicsoftheirmostsuccessfulandrewardingteamexperiences.Atthetopofalmosteveryone’slistisaclearpurpose,focus,ormission.Butfurther,forlong-termmotivation,itmustbeapurposeormissionthatalignswiththeirpersonalwantsandneeds.
Onecanbeaskedtoparticipateonatemporarytaskforce.Ifthemissionisclear,hemightbeabletosustainmotivationfortheduration在整段时期内ifhefeelsitisimportant.However,ifitisatopicthatisnotinlinewithhiswantsandneeds,hismotivationtocontinuemaydiminish.
Soonestrategywithalethargicteammightbetostoptheprocess,revisittheteam’spurposeormission,andseeifthere’salignmentonit.Evenwithateamthatseemswell-motivated,itstillisagoodstrategytorecheckonceinawhile.
2.Challenge
AnothertermthatIhearfrequentlywhenIaskaboutteammotivationischallenge.Thechallengeitselfwasthemotivator.
Aswithmostanimals,thehumanspecieshasbeengivenasurvival[]生存mechanismcalledfightorflightsyndrome[]综合病症.Whenpresentedwithachallenge,ourdefensesarealertedtomoveustoaction....torunawayfromdangeroraddressitdirectly.
Intheworkplace,thesechallengesoccurinfrequently.Teamsarenotpresentedwithstimulatingchallengeseveryday.Sothequestionbecomeshowtoprovidechallengestotheteamatmorefrequentintervals.
Anadditionalcriterionforachal
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