Teaming

Entrepreneurship 101
peter.koen@stevens.edu
2011 Stevens Institute of Technology. All Rights Reserved

Objective

How to develop, lead and manage

conflict in a team in order to create

A high performance team

Teams have the potential

to produce bigger wins
than individuals

Module Topics
Forming a Team
Team Processes

The Team
CEO

VP of
Marketin
g

VP of
Operation
s

Chief
Financial
Officer

Analyst

10

Team Roles

Diversity
Leadership

11

Team Roles

Start-Up

13

Growing the Business

14

Team Roles
Start -Up

Grow

CEO

Leader

Leader

Marketing

Determine unmet
customer needs

Marketing
Decisions

Operations

Develop sketch of
blue tooth head
set

Operational
Decisions

CFO

Evaluate price
points

Financial
Decisions

Analyst

Analyze market
data

Analyze
simulation data
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Diversity

16

People prefer working with

people like themselves

17

Diverse Groups are More

Creative

18

Diversity of Thinking Styles

www.google.com/search?q=myers+briggs+test+online&ie=utf-8&oe=utf8&aq=t&rls=org.mozilla:en-US:official&client=firefox-a

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Gender Diversity

Woolley, A. and Malone, T, What Makes a Team Smarter? More Woman,

Harvard Business Review, June 2011.

20

Leadership

Aranda, E., Aranda, L. and Conlon, K., Teams: Structure, Process, Culture and Politics, Prentice
21
Hall, NJ, 1988.

22

Managing

Coaching

Telling

Exploring

Directing

Facilitate and
Listen

Authority

Partnership

Seeking a specific
Open to many
outcome
possible outcomes

23

Creates a shared and

inspired vision

24

Challenge

25

From the Heart

26

From the Heart

Creates a supportive climate
Publicly recognizes team member
accomplishments
Creates rituals of celebration
Demonstrates and models high ethical behavior

27

Team Processes
Team Launch
Behavioral Integration
Information Exchange
Collaborative Behavior
Joint Decision Making

28

Team Launch

29

Team Launch

Learn about who the team members are

Shared understanding of the vision
Task assignments
Roles
Objectives
Strategies of doing the work
Integration mechanisms
Setting norms and expectations
Create a team identity
Develop a team name and slogan
30

Team Processes
Team Launch
Behavioral Integration
Information Exchange
Collaborative Behavior
Decision Making

31

Information Exchange
Richness, timeliness and accuracy of information
Teams that engage in more frequent and less
formal communication tend to be more
effective

Smith, K.G., Smith, K.A., Olian, J.D., Henry, P., Obannon, D.P. and Scully, J.A., Top
Management Team Demography and Process: The Role of Social Integration and
Communication, Administrative Science Quarterly, 39, 412 438, 1994.

32

Collaborative Behavior

33

Decision Making

34

Group Think
When the desire for harmony in a team
overrides a realistic appraisal of alternatives

35

36

Facilitating Creative
Abrasion

37

The Good and the Bad

Good
Clash

Creative Abrasion
Clash of ideas,
thinking styles,
perspectives

Bad
Clash

Personal Conflict
Clash of egos
and
personalities
38

Decision Making
Six stages
Define the problem
Identify the criteria
Weight the criteria
Generate solution alternatives
Rate each alternative
Determine the optimal solution

39

Brainstorming

40

Brainstorming

Focus on quantity
Withhold criticism
Welcome unusual ideas
Combine and improve ideas

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A Balanced Process for

Decision Making
Divergent Thinking

Divergent
Thinking

Convergent
Thinking

Divergent
Thinking
Little Time Given to
Divergent Thinking.
Rapid Convergence and
Time Spent on
Implementation

Convergent
Thinking
Much Time Given to Divergent
Thinking. Forced Convergence at
End; Little Time for Discussion of
Implementation

Convergen
t Thinking

Equal Time Given

to Divergent
Thinking
and Convergence

42

Decision Making
Which is right?

43

Listening to the lone voice

44

45

46

How does it occur?

Lehrer, J., How We Decide. First Mariner Books, New York, 2009

47

What single word can form a

compound word or phrase with
pine, crab and sauce

Jung-Beeman, Mark et. Al. Neural Activity Observed in People Solving Verbal
Problems with Insight. Public Library of Science Biology, 2 (2004): 500 -510.

48

The answer
pineapple, crabapple and
applesauce

49

50

51

Team Dysfunction

Polzer, Jeffery Leading Teams. HBS 9-403-094, Harvard Business School, 2003.

52

Improve Team Member

Interactions
Use MORE formal integrating mechanisms as task
requirements as they may becoming misaligned
Schedule recurrent face-to-face meetings
Schedule written status updates
Share databases
Copy team members on memos and emails
Activities should not be left to the description of the
individual
Improve Decision Making
A fuzzy goal that is not embraced between team
members is often the root cause of dysfunctional teams
Incorporate more input from team members whose
opinions have been overlooked
Spend more time on divergent alternatives
Be more systematic in applying relevant criteria to the
decision alternatives
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Shaping Informal Norms

Goal is to alter the identity dynamics among
team members to better:
Understand and respect each of the teams attributes
Often a lack of TRUST between team members is
the primary cause of dysfunction
Create more opportunities for team members to
know each other
Improve the psychological safety within the group so
that team members are more willing to reveal their
mistakes WITHOUT negative consequences
Create a environment of self-disclosure so that team
members can reveal elements of their identity that
are important to the task
54

Meetings

55

Meetings the Basics

Determine clear objectives
What do you plan to achieve
Create an agenda
Distribute the agenda in advance of the meeting
Be clear on what you plan to accomplish
Set ground rules
Let only one person speak at a time
Limit conversations that stray off the topic
Table issues that arent resolved.
Ashkenas, R., Craumer, M, Tjan, A., Trapani, G., Silverman, D., Heifetz, J., Delano, J., Glickman,
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J. and Raffoni, M. Guide to Making Every Meeting Matter Harvard Business Review, April 2011

Meetings the Basics

Start and end on time
Clarify action steps and responsibilities
The action plan is the HEART of the meeting

57

Managing Conflict

58

Managing Conflict

Prepare
Talk to each individual separately. Understand each
persons perspective

Get each view on the table

Establish ground rules
Frame the mission and importance of solving the
conflict
Get each fraction to articulate their views

Orchestrate the conflict

Articulate the competing views
Keep reminding everyone how important it is to solve the
conflict
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Groups vs. Teams

Groups vs. Teams

Group
Leadership

Strong, clearly
focused

Team
Shared leadership roles

Accountability Individual

Both individual and mutual

Work
Products

Individual

Collective

Meetings

Efficiently run

Encourages open ended

discussion and active
problem solving

Work

Discusses,
decides and
delegates

Discusses, decides and

does real work together

Katzenbach, J. and Smith, D. K., The Wisdom of Teams, HarperBusiness, 1994.

Performance Impact

Team Performance Curve

High
Performanc
e Team

Real
Team

Working
Group

Potential
Team

Pseudo
Team

Team Effectiveness

What does a high

performance or HOT
team look like?

High Performance or HOT

Teams
Total Preoccupation
High performance teams think about their task constantly
Top priority to the exclusion of everything else
Intellectual Intensity, Integrity and Collaboration
They debate loudly and passionately
They do not give into consensus
They want to find the best solution
High emotional Intensity
High performance teams behave like they are in love
Members dont like to be disturbed from their task

Team Quizzes and Module

Evaluation
Quiz 1 Module Evaluation
Click on
icon for
hyperlink

Quiz 2 Module Evaluation

Module Survey Evaluation

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