Professional Documents
Culture Documents
TEAM DEVELOPMENT
Punctuated Equilibrium Model (Gersick, 1989)
Successful
Midpoint
Transition
High
Team
Performance
Unsuccessful
Midpoint
Transition
Phase 2
Phase 1
Low
First
Meeting
Midpoint
TIME
Project
Deadline
TASK INTERDEPENDENCE
1) Pooled Interdependence
(e.g., insurance sales, truckers)
2) Sequential Interdependence
(e.g., factory assembly, hospital
tray assembly)
3) Reciprocal Interdependence
(e.g., hospital patient care,
computer software creation)
Moderate to High
Performance
Low
Performance
Very High
Performance
Low
Performance
High Quality
Poor Quality
A little
Poor Quality
Moderate to High
Performance
Low
Performance
A great deal
High Quality
Team Design
A little
A great deal
Team Design
Moderate to High
Performance
Very Low
Performance
Coaching Behaviors
General
HI
Complexity
of the Task
LO
Incremental Improvement
Over Individual Decision Making
Transformational Leadership
Transformational Leadership
Idealized
Influence
Inspirational
Motivation
Intellectual
Stimulation
Individualized
Consideration
Transactional Leadership
Contingent Reward
+
Management by-Exception
Performance
Expected
Outcomes
Beyond
Expectations
Generation
Assets
Liabilities
About Them
Veterans (born
before 1945)
35.2 million
(<5% of the
workforce)
69 or older
-Stable
-Detail-oriented
-Thorough
-Loyal
-Hardworking
Boomers
1946-1964
80.3 million
(34% of the
workforce)
Aged 49-68
-Service-oriented
-Driven
-Go the extra mile
-Good at relationships
-Good team players
-Not budget-minded
-Dislike conflict
-Reluctant to go
against peers
-More process than
results
Gen Xers
1965-79
40.9 million
(25% of the
workforce)
Aged 34-48
-Adaptable
-Techno-literate
-Independent
-Un-intimidated by
authority
-Creative
-Impatient
-Poor people skills
-Inexperienced
-Cynical
Gen Y
1980-1999
86.0 million
(36% of the
workforce)
Aged 14-33
-Collective action
-Optimism
-Tenacity
-Heroic spirit
-Multi-taskers
-Tech-savvy
Motivating Veterans
Communicate that their experience is respected and valued
Ask for advice on what has and what hasnt worked in the past
Send messages that speak to family, home, patriotism, and
traditional values
Emphasize long-term department and organization goals and show
them how they will be contributing to them
Reward perseverance
Use a personal touch, hand write a note
Coach tactfully; be respectful; ask permission to coach
Describe performance issues, get agreement on the problems, then
suggest ways of improving behavior that focus on long-term goals
Use traditional perks if possible or plaques and more traditional
awards
Motivating Boomers
Try the personal approach (I really need you to do this for me.)
Give them lots of public recognition
Given them a chance to prove themselves and their worth
Given them perks a company car, an expense account for first class
travel
Assist them in gaining name recognition throughout the company
Get them quoted in an industry journal
Get consensus boomers think they invented participative
management, and they will be mightily offended if you dont involve
them
Reward their work ethic and long hours
Respect them, but not the way you would a Veteran; dont call a
boomer sir, maam, Mr., or Ms.; respect them for their
experience
Motivating Generation X
Characteristics of Generation Y
(Gen Next, Echo Boomers, Baby-on-Board Generation, Screenagers, Facebookers)
If GenXers are the forgotten generation, these millenials are the most
wanted
Center of the universe to the most age-diverse group of parents ever;
self-esteem generation
Combine the can-do attitude of the veterans with the teamwork ethic of
the boomers and technological savvy of the GenXers
About half plan to enter college right after high school
They hope to work side by side with other idealistic, committed coworkers
Very resilient (Oklahoma City; Columbine; 9/11)
Studied climate change, rainforests, recycling interested in the
environment and doing something about it
88 percent of those surveyed in 2001 already had specific goals
for the next five years and the confidence that they would
achieve them
Work ethic resembles the veterans in that they value collective action,
trust in a central authority, and a heroic spirit
Movies?
The Social Network American Pie Juno The Matrix Harry Potter
Fundamental design
Hierarchical
Source of authority
Position
Experience-based
Approach to seeking
information
Peer-to-peer
Use Internet for new information
Whatever channel works let me
do it my way
Authority-based
Hierarchy- and tenure-based
Established channels
Information flows
and access
Open
Multiple, reliable sources on the
Web and elsewhere, anywhere
Elapsed time
Communication
Long-term planning
Path
Up or out
Impact
Connection and
loyalty
Individualism/Collectivism
risk
status
interdependent
restraint
short-term
Quantity/Quality (Achievement)
relationship
Time is Money/Free
indirect
long-term
Distance/Face-to-Face Commonalities
Team Design
Clear, engaging direction
Task interdependence
Performance goals
Team Composition
Best Practices:
Tended to focus in 3 areas
Style and activities of Leadership
Team Design
Team Building
Team Process
During Meeting
End of Meeting
Ensure inclusiveness
Elicit opinions (voting)
Application sharing
Discuss the divisive
Start of Meeting
Recreate team feeling
Pre Meeting
Surface any conflicts
Assign agenda items
Rotate facilitation
Make timeline visible
Between Meetings
Initiate discussion
threads in workspace
Track progress on
timeline
Leader follow-up with
members
Key Takeaways
Generational differences are real but they are not the only differences you should pay
attention to
Generation Y and Boomers have some degree of value overlap that can be leveraged
Generation Y can be motivated and retained with some level of unique policies and
practices
Empowerment and delegation require more oversight and monitoring for Generation Y
Countries can be described on general dimensions of culture
Cultural value frameworks can be used to understand the behavior and attitudes of global
team members and employees
Respect for cultural values increases the chances for leadership success
Culture is a two-way street; you are learning about other cultures but you are also
teaching about your own; this will help you understand cultural paradoxes
Cultural models are only the beginning, get to know individuals (in addition to countries
and cultures); When in Rome
Virtual teams require a different set of leadership behaviors and skills than face-to-face
teams