Managing groups for high performance

Revision as of 17:54, 21 February 2018

Introduction

The team's performance is a crucial successes criteria for a project manager to manage a project to reach its objectives, "Teamwork is a critical factor for project success and developing effective project teams is one of the primary responsibilities of the project manager." ^[1].

Nowadays it does not require much effort for a project manager to find tools and techniques about increasing a team´s performance. There is a whole industry providing workshops and guidance about team building. This article will strive to clarify the project manager’s essential role in managing teams, and it will dig further into the dynamics that makes a team work well and which critical issues causes the opposite. With that knowledge gained, the guidelines for establishing a high-performance team will be presented together with relevant tools for managing the high-performance team. The reason why the article starts by explaining the group dynamics before the establishment, is to gain knowledge of general groups developments and general issues. In that way the project manager a better understanding of the criteria to choose upon. The focus of this article will be on project level.

Structure of the article

• In the first section, theories of group dynamics, how a group develops, and the most common obstacles, difficulties and issues will be addressed and explained with models and theories as: Five Stages of Group Development, Balancing Conformity and Deviance in Groups, Level of cohesiveness and Social Loafing.

• The following section highlights the parameters a project manager should take into account when creating a high-performance team. Further in this section methods for reassuring high-performance will be outlined, these are: team building, training, reward system .

• In the last section, limitations of the tools and techniques will be discussed with a critical view of the practical usage.

Theories of group dynamics

Definition of a team

All teams are groups, but not all groups are teams. What distinguishes the two definitions is the intensity of work done together to achieve a common goal or objective^[2].

In this article the focus will be on teams, hence project work is from the PMI standards idetifined as being performed by a team The project team includes the project manager and the group of individuals who act together in performing the work of the project to achieve its objectives ... This team is comprised of individuals from different groups with specific subject matter knowledge or with a specific skill set to carry out the work of the project. ^[1]. Despite this notation, groups are to be more often mentioned in the article, as theories are using “group” in the terminology. Most important to keep in mind is that group theories also apply to teams hence all teams are groups.

High-performance team

A definition of a high-performance team could be: "The ultimate team experience and the one that holds both the greatest challenge as well as opportunity to improve productivity is the high-performance team. Such a team is not simply a group of people." ^[3]

All team members in a high-performance team must accept a greater deal of responsibility and accountability which is not easy at all for a project manager to get people to make that commitment since most already feel that their job requires enough. Some few key elements the management, or the project manager, needs to communicate to the team members are the importance of their work. They have to evaluate members and their performance individually. They can also make a reward system for the team, to get a clear motivation for high-performance.^[3]

Group Norms

Group norms are shared guidelines or rules for behavior created by the members themselves which most members follow. This can be guidelines for working hours, dress code, how to share information or how a certain process should be performed. This is something the project manager should suggest the group to discuss or even to right down in a group contract. This helps the group creating a work environment where it is known what the group expects of behavior.^[2] This definition is important to understand when trying to understand what makes a high-performance team, which will be explained later in the article.

Group Dynamics

Five Stages of Group Development

Despite the fact every group consists of individuals and therefore every group is different, Bruce Wayne Tuckman and Mary Ann Jensen have come up with a model which identify five stages which the majority of groups go through ^[4]. This model is named Five Stages of Group Development and is demonstrated in Figure 1 ^[2].

Figure 1: Five Stages of Group Development. Inspired from "Essentials of Contemporary Management" ^[2].

1. Forming is the first stage and here members of the group try to get an understanding of each other, align their expectations regarding behavior and clarify what to accomplish. In this stage the project managers responsibility is to ensure, that each member of the group feels important for the project and valued.
2. The storming stage is known for the appearance of disagreements and conflicts. These are mainly based on the question of who should lead the group and if some members do not meet the demands of another group member. Here the project manager needs to make sure that the conflicts does not escalades. Different dynamics are present here, and they will be followed up upon later in the article.
3. During the third stage, norming, the group members have come to a consensus about their achievements and they have created strong ties between themselves which gives them a good foundation for performing - the fourth stage.
4. The performing stage is where the group members accomplish tasks. Here the project manager is of great importance to ensure continuously motivation and effectiveness. The initial construction of the team also has an importance according to the project manager role and how actively he or she should involve in the performing stage ^[2]. The performing stage is where high-performance teams differ from normal groups by the intensity and deliverables ^[4].
5. The last stage adjourning only applied to groups that are to be disbanded, such as project groups. During the adjourning stage it is time for the project manager to initiate celebration of successes and reflect upon best practices. For future purposes reflections can be captured in reports with lessons learned and pros and cons.^[4]

The role and responsibility of the project manager is in this description outlined to be of great importance. This is due to the assumption that it is the project managers role and responsibility to lead the team. In another setup the project manager could have chosen a team leader to be in charge of controlling and leading the team. What exactly the project manager should do, especially during the performing stage, will be presented in the section of tools and techniques of managing a high-performance team.

Conformity and Deviance in Groups

Figure 2: Balancing Conformity and Deviance in Groups. Inspired from "Essentials of Contemporary Management" ^[2].

Conformity is a persons behavior and actions to fit social standards and norms in groups. This happens for several reasons. One is to behave to achieve rewards and avoid punishments, another one is when a member copies another members behavior because the person like or admire the other group member. The last reason is to behave accordingly to what the group has incarnated as being the right and proper way.

Deviance happens when a member does not conform to the norms in the group which signals that the group cannot control its members’ behavior. Groups often respond to a member by three different ways. One is to convince the deviant to change his or her behavior in order to conform to the group by presenting consequence scenarios. Another way is simply to expel the member where the third way is to change the groups norms to fit the deviant’s behavior.

Balance of conformity and deviance is important to be able as a team to achieve high-performance, as Figure 2 demonstrates. Too much conformity will result in behavior, that is not critical towards the groups norms and processes. The consequence is dysfunctional norms are allowed and not corrected or replaced with better and more functional ones. The right amount of deviance will make group members reflect on the group norms and behaviors and change them when needed. On the other hand, too much deviance also results in low performance hence the group cannot control its members and therefore does not succeed to create a good working environment.

Looking back at the definition of a high-performance team this phrase "opportunity to improve productivity" ^[3] captures the theory of balancing conformity and deviance quite well. A high-performance team will make sure to challenge themselves and one another to keep on top of their game.

The project managers can help guiding the team to find the right balance. There are three ways the project manager can be a help.

1. The project manager can encourage and support suggestions from a group member about changes in procedures or norms. This together with explaining that conformity should not outshine the need of change and improvements.
2. Secondly, the project manager should let the group members know, that there are always ways to improve group processes and opportunities to replace norms to get a higher performance level.
3. Third and lastly, project managers should encourage groups or teams to review their norms and processes regularly and make changes if needed.

Critical issues that prevents high-performance

Level of cohesiveness

Group cohesiveness is seen as a good thing regarding group dynamics hence it is the degree to which group members are loyal or attracted to their group. When there is too much cohesiveness the groups tend to be less effective due to non-work-related talks for example during meetings. Groups with high level of cohesiveness will also have trouble acting on the best for the organizational goals if it is at the expense of achieving group goals. Too low cohesiveness leads to too much deviance and the group is not able to complete tasks ^[2].

Factors that lead to a balanced cohesiveness and high-performance teams are divided into two segments; the characteristics for a optimal team when being formed and the other is how to lead the team during the project's lifecycle. This will be the topics of the application section.

Social loafing

Figure 3: Three Ways to Reduce Social Loafing. Inspired from "Essentials of Contemporary Management" ^[2].

Social loafing is a tendency when a individual perform less in group work than by working alone. Social loafing lowers the group performance and is wished to be eliminated. ^[2].

In Figure 3 three ways of reducing social loafing is presented. The group size is of great importance respect to social loafing. Highlighted is also the transparency of individual contributions in group work and the emphasis around them. In the next section of application these factors will be addressed through the criteria for forming an optimal team and in the reward system as a part of managing the team.

Application

From previous section the identified key factors that determines success or failure are group size, roles, development, leadership, norms and cohesiveness.

What can a project manager do? In this section it is assumed that the PM can chose the most optimal team based on the theories. The limitations to actual cases will be explained in the next section.

Putting the team together

When a PM stands across the job of putting a team together many factors are to be considered. Some of which the PM can aim for and also a technique based on interpersonal skills.

Group roles and its size

Size There are many advantages in keeping the size of the teams relatively small somewhere between 2 and nine members due to the following reasons:

• The group members interact more with each other and the coordination of efforts gets easier.
• Members of smaller groups feel more committed, motivated and satisfied.
• It is easier to share information.
• It gets easier, especially for the PM, to see and acknowledge individual contributions.

If the team is too small it has fewer resources to drag from, and it can be on the expense of skills, knowledge and experience. MORE REF One of the issues that a good group size prevents to a certain degree is social loafing. It gets harder for the individual member to hide and not deliver if he or she is deviant to the group norms.

Diversity Diversity is a key word when forming a team. The diversity can both be measured in expertise, experience, knowledge and skills or as a composition of members from different divisions e.g. marketing, production, engineering and finance. The strength is avoidance of groupthink. Groupthink is when the team faulty strive for reaching an agreement at the expense of a more correct appraisal. REF CONTEM page 363 A tool to be used to establish a diverse team is too dig deeper into interpersonal skills which can be done with a test called Belbin’s team roles. Here you will get an indication of the team members preferences in team work. MORE REF

A balanced diversity in groups has many good side effects! The change of getting a more balanced cohesiveness is higher. The same regards having a moderate level of deviance in the group to keep challenging the norms without it getting out of hand.

Manage a high-performance team

• Training
• Teambuilding
• Appraisals

To prevent social loafing there is different methods to be used by the project manager.

Limitations

Project managers may not put his or her team together, which the PMI standard also addresses. Reasons varies from collective bargaining agreements, internal or external relationships, use of subcontractors, matrix project environment or another reason by many others. Constraints are of many including economic factors, too low competencies or already assigned resources to other projects within a company. Failure to acquire the necessary team members for the project can affect budgets, customer satisfaction, project schedules,the quality, and risks. Insufficient teams or capabilities can decrease the probability of success and or could in worst case scenario, result in cancelled project.

These limitations should be considered and planned in the start-up face of the project. If there is any unavailability of required skills or competencies, the project manager has to reflect on the impact in the project budget, schedule, quality, risks, training plans, and other project management plans. ^[1].

The theory of composing a team with great diversity is the optimal solution. The limitations for the project manager lies in the issue of finding the right people for exactly that project within the company who has the time to join a project group. In the cases where it is not possible to collect a team the project manager needs to hire new employees dedicated to a specific project or to project work in general. Other examples of putting together the right team is when the management choose to hire a consultant team to do the project. This is often done when it is known, that the time issue is too big of a obstacle, the expenses of hiring new employees are too big or that the expertise for the given project is not to be found in-house. If a team is established from different departments within a company, silo thinking can be a limitation for a project manager to reach high motivation from all team members if the project only gets a recognition in a certain department. Here a reward system should be applied REF

How do you know the needs

People develops, take that into account

Though that is rarely possible in an organization, just to   due to the 

The limitations for the project manager

Annotated bibliography

BORROWED

• Essentials of Contemporary Management, Sixth Edition - Chapter 9

The Chapter, Motivation, looks at motivation from a general perspective within management. It looks in depth at a few key models and theories within motivation management, and one theory in particular, expectancy theory looks into the relationship between individuals efforts and the individuals believes in those efforts resulting in something desirable for him or her.

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition -Chapter 13

This was very much the starting point for this article. The chapter, Project Stakeholder Management, gives a good overview of the the whole process, identifying and planning stakeholder management, managing stakeholder engagement and controlling it underway. Given the good and modern structure of this chapter, it can be seen how the article follows similar setup.

• Advising upwards: managing the perceptions and expectations of senior management stakeholders.

This article explains the Stakeholder circle methodology very well. It categorizes the stakeholders nicely and in combination with the power-interest grid helps correctly placing the stakeholders. Furthermore, it offers further reading on managing the senior managers of a company in a project.

References

1. ↑ ^{1.0 1.1 1.2} Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute.
2. ↑ ^{2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8} Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print.
3. ↑ ^{3.0 3.1 3.2} Harris, PR 1986, 'Building a High-Performance Team', Training & Development Journal, 40, 4, p. 28, Academic Search Elite, EBSCOhost, viewed 20 February 2018.
4. ↑ ^{4.0 4.1 4.2} Abudi, G. (2018). [online] Available at: https://project-management.com/the-five-stages-of-project-team-development/ [Accessed 21 Feb. 2018]