SUPERTEAM MODEL
Transactional Processes
Success-driven
Committed to quality; never satisfied
Flexible but consistent
Active
Leader-valuing
People-valuing and cooperative
SUPERTEAM CONT’D.
Task Processes
 Vision-driven and goal-directed
 Analytical, tenacious, and inventive
 Creative and innovative
Systems Relationships
 Networking
 Visible and accessible
 Committed
 Mutually influential with their organization
ORGANIZATIONAL ENVIRONMENTS
Organizational Cultures
Attitudes, values, beliefs, and behaviors
Develop norms, expectations, and responses
Organizational Strategies
Bureaucratic
Innovative
Supportive
INDIVIDUAL MEMBERS
Why People Join Teams
 Interests and Attractions
 Drive Reduction
 6 Motives
 Pleasure
 Affection
 Escape
 Relaxation
 Control
 Inclusion
INDIVIDUAL MEMBERS CONT’D.
 Abraham Maslow’s Hierarchy
 Physiological needs
 Security needs
 Love and belongingness needs
 Self-esteem needs
 Self-actualization needs
 Reinforcement
 Social Exchange Theory
 Prediction of interaction results
 How results compare with minimal acceptance
 How it compares with other possible choices
INDIVIDUAL MEMBERS CONT’D.
What Individuals Bring
 Ways of Perceiving
 People perceive selectively
 People perceive what backgrounds allow
 People multiply their misperceptions
 Abilities and Backgrounds
 Specific talents and abilities
 Resources
 Differences of background and experiences
 Representation of gender, ethnicity, etc.
 Authority, status, and influence of superior
TEAM DEVELOPMENT
Developing by Stages > Developmental Issues
Creating Team Attributes
 Team Culture
 Shared Image
 Shared Vision
 Character > social identification
 Syntality > group personality (“teamness”)
 Synergy
 Cohesiveness > esprit de corps
TEAMWORK THROUGH ELECTRONICS
Virtual Teams
 Advantages
 Meet across distances
 Bring diverse people together
 React quickly
 Disadvantages
 Unable to see nonverbals
 Language and cultural differences
 Time zone differences
 Computer-Supported Collaborative Work (CSCW)
TEAMWORK IMPROVEMENT
Sources of Feedback re transactions and tasks
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Feedback forms
Objective observers and consultants
Video and audiotaping
Groupware
Uses of Feedback
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Focus on successes and accomplishments
Discuss meaning of feedback
Design method of insight implementation
Agree on method for achieving change
Agree on times and methods of evaluation
Agree to implement and support the changes