1.1 teamwork2

Iowa State University

COMS 309
TEAM WORK - 2
Simanta Mitra, Ph.D.
Department of Computer Science
Iowa state University


Software Engineering
2

Agenda
 So far – Tuckman's forming, storming, norming, performing, and
adjourning stages and S.C.O.R.E. and.

 Learn about Benne & Sheats Team Roles

 Learn about Belbin's Team Roles

 Learn about Individual Differences (Jung's Psychological Types)

 Discuss what YOU can do towards team success

3


Benne & Sheats
Team Roles
TASK ROLES
SOCIAL ROLES
INDIVIDUAL ROLES TO AVOID

4

Task Roles
 Initiator: taking the initiative; for example, convening the group,
suggesting procedures, changing direction, providing new energy and
ideas. (How about if we.... What would happen if... ?)
 Information-seeker: Asks for clarification “Lisa D. or Laura, could you
please tell me what you said about disconfirming responses?”
 Information-giver: Provides helpful information “Jake has some books
about conflict we could use.”
 Elaborator: Takes other people's initial ideas and builds on them with
examples, relevant facts and data.
 Coordinator: Identifies and explains relationship between ideas – makes
them cohesive. Relates statements made by one group member to
another “Krista’s comment relate well to what Erik was saying.”
 Energizer: Stimulates group to take action “How many of you are willing
to bring in a video on conflict for the next class?

5

Task Roles
 Summarizer: Expands upon another’s ideas I think what
Kristina and Jennifer are suggesting is that we first explain
nonverbal before we turn to verbal communication.”
 Evaluator-critic: Assesses the group’s work by higher
standards “This is okay, but I think Lisa needs to give more
feedback.”
 Recorder: Keep notes (minutes) about meeting “Last class
we did not get to J-P’s presentation. Dave and Michelle had
just finished theirs.”
 Procedural Technician: Takes responsibility for tasks “I
checked out the VCR for Adam and LeighAnne’s
presentations.”

6

Personal and Social Roles
 Encourager: Affirms, supports, praises – provides positive
attitude.

 Harmonizer: reconciles disagreements. Emphasizing shared
views among members can reduce tension.

 Compromiser: yields position for sake of group.
 Gatekeeper: makes sure everyone has a chance to express
themselves. Regulates the flow of communication to keep
things moving.

 Observer: provides feedback to the group about how it is
functioning.

 Follower: Accepts without contributing to decision.
7

Individual Roles to Avoid
 Aggressor – Makes personal attacks using belittling and
insulting comments, for example, "That's the most ridiculous
idea I've ever heard."

 Blocker – Opposes every idea or opinion that is put forward
and yet refuses to make own suggestions, for example,
"That's not a good idea."

 Recognition Seeker – Uses group meetings to draw
personal attention to him or herself. May brag about past
accomplishments or relay irrelevant stories.

 Self-confessor – Uses the group meetings as an avenue to
disclose personal feelings and issues.

8

Individual Roles to avoid
 Disrupter– Uses group meetings as fun time and a way to
get out of real work. Distracts other people by telling
jokes, playing pranks, or even reading unrelated material.

 Dominator – Tries to control the conversation and dictate
what people should be doing. Often exaggerates his or her
knowledge

 Help Seeker – Actively looks for sympathy by expressing
feelings of inadequacy. Acts helpless, self deprecating and
unable to contribute.

9


Belbin's
Team Roles

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Belbin's Team Roles

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Individual Traits and
Behaviors

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Jung's PsychologicalTypes
(Myers-Briggs Indicator)
Extrovert Introvert
Sensing Intuitive
Thinking Feeling
Judging Perceiving

Extrovert
Iowa State University – Introvert
Our orientation
 E–  I – Thoughts, feelings,
People, activity, talking writing (internal world)
(external world)  Think/reflect first, then act
 Readily takes initiative  Needs “private” time to reflect
 “Act first, think later”  One-on-one relationship or
 Enjoys a wide variety and conversations
change in people and  Great listeners
relationships  Enjoys focusing on a project
 Very approachable
 Develop ideas through
discussion

IowaSensing (S) – Intuitive (N)
State University
How we gather information
 S – Facts – real & tangible -  N – Possibilities – Inspiration -
now future
 Carefully thought out  Use personal feelings to make
conclusions decisions
 Lives in the present  Comfortable with fuzzy data
 “Do something” rather than  Inventing new possibilities is
“think about it” automatic
 Fantasy is a dirty word  Sometimes considered absent-
 Common sense solutions minded

Thinking (T) - Feeling (F)
How we decide
 T – Decision through logic  F - Decision through
and truth emotion
 More important to be right  Follow hunch to make quick
than liked conclusions
 Viewed as unemotional  Sensitive to feelings of
 Focus on tasks others
 Provides objective and  Toxic reaction to
critical analysis disharmony, prefer to
accommodate
 Takes things too personally

Judging (J) Perceiving (P)
How we react to the world
J – planned, orderly, reach  P – flexible,
closure quickly spontaneous, stay open
 Get things done  Lives for the moment
 Punctual  Works well under
 Likes to use a list, make pressure and deadlines
plans
 Creative
 Structure and order
 Works best and avoids  Multitasks
stress when keeps ahead  Avoids commitments, it
of deadlines and not interferes with flexibility
given too much
information at one time

Cultural Influences
Cultural Norms Impact on meetings What to do at first few
meetings
High respect for authority people may hesitate to Emphasize why it is
challenge or offer ideas; this important for everyone to
depresses innovation participate, i.e., more ideas
and perspectives
Fear of shame or loss of face People are less willing to Talk about why intelligent
take risks if they fear losing risks are important;
face encourage a sense that “we
are all in this together.”
Contextual more than direct It may be harder to “read” Develop a trusting
forms of communication contextual cues, leading to relationship; directly ask for
miscommunications input or ask people to write
input rather than speak it
Problem solving that is less Some people go straight for Learn to recognize, value
linear and analytical in the solution; others think in and use different ways of
approach terms of processes thinking to the group’s
advantage


What can YOU do?

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Now that we know a bit about effective
teams (SCORE), team roles, and
individual differences
we should try and apply this towards
making our teams successful.

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Handing problems
 Anticipate and prevent group problems whenever
possible. (Rapid Response)

 Neither over-react nor under-react - Leader options:
 Do nothing
 Off-line conversation (minimal intervention)
 Impersonal Group Time (low intervention)
 Off-line Confrontation (medium intervention)
 In-group Confrontation (high intervention)
 Expulsion from team (do not use; instead:)
 Contact course team

What can you do?
Be committed to team goals
Attend (nearly all) team meetings Show respect for others
Arrive on time for (nearly all) team meetings Consider suggestions from others
Adopt suggestions from others
Provide help to other team members
Ask for help form other team members

Communicate clearly with other team members
Try to understand what others say
Share knowledge with others

Introduce new ideas
Openly express opinions Complete assignments on time
Do research and gather information Complete assignments with acceptable quality
Do a fair share of the work

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SUMMARY

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Summary
 Tuckman's stages of Team formation
 S.C.O.R.E
 Benne and Sheats Team Roles
 Belbins Team Roles
 Individual traits cultural differences
 Individual Responsibility
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THE END

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