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CHAPTER TEN
Understanding and Managing Work Teams
CHAPTER SUMMARY
This chapter discusses how teams develop by going through the stages of forming,
storming, norming, and performing. Much of the work that is performed today in
organizations requires a focus on teamwork. A team is defined as “people organized to
function cooperatively as a group.”
Conflict during team interactions can feel like it derails progress, but it is one of the
most important experiences that a team can have together. A team that can
productively work through conflict will end up stronger, building more trust and being
more open to sharing opinions.
An important consideration when forming teams is diversity of the members. Research
on diversity has shown that diverse teams are better at decision making and problem
solving because they tend to focus more on facts. Diversity in teams also leads to
greater innovation.
The chapter concludes with a discussion of multicultural teams. With the increase in
globalization over the years, teams have seen the addition of multicultural individuals
on their teams, who bring with them their own diverse backgrounds and perspectives.
There are very positive aspects that result from the added diversity, but there are also
challenges that managers need to be aware of when managing these teams.
LEARNING OUTCOMES
15.1 Teamwork in the Workplace
1. What is a team, and what makes teams effective?
A team is defined as “people organized to function cooperatively as a group.”
Some of the characteristics of a team are that it has a common commitment and
purpose, specific performance goals, complementary skills, commitment to how
the work gets done, and mutual accountability.
, Organizational Behavior
Some of the practices that make a team effective are that they have a sense of
urgency and direction; they set clear rules of behavior; they spend lots of time
together; and they utilize feedback, recognition, and reward.
15.2 Team Development Over Time
2. How do teams develop over time?
Teams go through different stages of team development, which were coined in
1977 as Tuckman’s Stages of Group Development by educational psychologist
Bruce Tuckman. Tuckman’s model includes these four stages: Forming, Storming,
Norming, and Performing. A fifth stage, Adjourning, was added later to explain
the disbanding and closure of a team at the end of a project.
Forming begins with team members being happy and polite as they get to know
each other and understand the work they’ll do together. Storming starts once
the work is underway and the team is getting to know each other, and conflicts
and project stress begins to seep in. During Norming, the team starts to set rules
of the road and define how they want to work together. Performing means that
the team is underway and is having some successes and gaining traction. This is
definitely not a linear process. Teams can regress to earlier stages if there are
changes in team members or work orders that cause disruption and loss of
momentum and clarity.
15.3 Things to Consider When Managing Teams
3. What are some key considerations in managing teams?
Managing a team is often more complex than people would admit. Although a
team and the team leader may be focused on the task or project work, it is
actually the people dynamics and how the team works together that will make a
real difference to the goals and outcomes. Managers need to remember that
most of their time will be spent managing the people dynamics—not the tasks.
Managing teams also means a certain amount of paradox. A team has both
individual and collective goals that need to be managed effectively. A manager
needs to foster both team supportiveness and the ability to engage in conflict
and confrontation. A team manager also needs to help the team with its
boundaries and act as a buffer, a stakeholder manager, or a strategist when the
situation calls for each. Exercising influence with key stakeholder groups external
to the project group is one of the most critical functions in managing a team.
15.4 Opportunities and Challenges to Team Building
4. What are the benefits of conflict for a team?
Conflict during team interactions can feel like it derails progress, but it is one of
the most important experiences that a team can have together. A team that can
May 12, 2019 2
must be attributed to OpenStax, Rice University and any changes must be noted.
CHAPTER TEN
Understanding and Managing Work Teams
CHAPTER SUMMARY
This chapter discusses how teams develop by going through the stages of forming,
storming, norming, and performing. Much of the work that is performed today in
organizations requires a focus on teamwork. A team is defined as “people organized to
function cooperatively as a group.”
Conflict during team interactions can feel like it derails progress, but it is one of the
most important experiences that a team can have together. A team that can
productively work through conflict will end up stronger, building more trust and being
more open to sharing opinions.
An important consideration when forming teams is diversity of the members. Research
on diversity has shown that diverse teams are better at decision making and problem
solving because they tend to focus more on facts. Diversity in teams also leads to
greater innovation.
The chapter concludes with a discussion of multicultural teams. With the increase in
globalization over the years, teams have seen the addition of multicultural individuals
on their teams, who bring with them their own diverse backgrounds and perspectives.
There are very positive aspects that result from the added diversity, but there are also
challenges that managers need to be aware of when managing these teams.
LEARNING OUTCOMES
15.1 Teamwork in the Workplace
1. What is a team, and what makes teams effective?
A team is defined as “people organized to function cooperatively as a group.”
Some of the characteristics of a team are that it has a common commitment and
purpose, specific performance goals, complementary skills, commitment to how
the work gets done, and mutual accountability.
, Organizational Behavior
Some of the practices that make a team effective are that they have a sense of
urgency and direction; they set clear rules of behavior; they spend lots of time
together; and they utilize feedback, recognition, and reward.
15.2 Team Development Over Time
2. How do teams develop over time?
Teams go through different stages of team development, which were coined in
1977 as Tuckman’s Stages of Group Development by educational psychologist
Bruce Tuckman. Tuckman’s model includes these four stages: Forming, Storming,
Norming, and Performing. A fifth stage, Adjourning, was added later to explain
the disbanding and closure of a team at the end of a project.
Forming begins with team members being happy and polite as they get to know
each other and understand the work they’ll do together. Storming starts once
the work is underway and the team is getting to know each other, and conflicts
and project stress begins to seep in. During Norming, the team starts to set rules
of the road and define how they want to work together. Performing means that
the team is underway and is having some successes and gaining traction. This is
definitely not a linear process. Teams can regress to earlier stages if there are
changes in team members or work orders that cause disruption and loss of
momentum and clarity.
15.3 Things to Consider When Managing Teams
3. What are some key considerations in managing teams?
Managing a team is often more complex than people would admit. Although a
team and the team leader may be focused on the task or project work, it is
actually the people dynamics and how the team works together that will make a
real difference to the goals and outcomes. Managers need to remember that
most of their time will be spent managing the people dynamics—not the tasks.
Managing teams also means a certain amount of paradox. A team has both
individual and collective goals that need to be managed effectively. A manager
needs to foster both team supportiveness and the ability to engage in conflict
and confrontation. A team manager also needs to help the team with its
boundaries and act as a buffer, a stakeholder manager, or a strategist when the
situation calls for each. Exercising influence with key stakeholder groups external
to the project group is one of the most critical functions in managing a team.
15.4 Opportunities and Challenges to Team Building
4. What are the benefits of conflict for a team?
Conflict during team interactions can feel like it derails progress, but it is one of
the most important experiences that a team can have together. A team that can
May 12, 2019 2
