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Data for problem 1 Time Distance (sec) (ft) 1.76 0.......................24 Data for problem 2 Student Test Scores Bin 62.0 F .3 D .2 C .6 B- .7 B .7 B+ 89..4 A- 93..6 A .............................8 The Four Cs Over the past several decades, as we have consulted with teams and conducted research on team performance, we have come to the conclusion that there are four factors—four ―Cs—that must be understood and managed for teams to achieve superior performance. Determinants of High-Performing Teams: The Four C’s 1. The context for the team 2. The composition of the team 3. The competencies of the team 4. The change management skills of the team We will describe each of these factors briefly here, and will discuss them in more depth in the following chapters. Context for the Team Team context refers to the organizational environment in which the team must work. Understanding context, and how it influences team performance, requires an understanding of the answers to the following questions: 1. Is effective teamwork critical to accomplishing the goals desired by the organization? If so, are there measurable team performance goals around which we can organize a team? 2. Do my organization‘s reward systems, structure, and culture support teamwork? Experience has shown that the teamwork required to achieve high performance is much more important when the team must complete a complex task characterized by a high degree of interdependence. In addition, we have found that some organizations deploy formal organization structures or reward systems that become barriers to effective teamwork. For example, reward systems that provide strong individual incentives often create strong disincentives to engage in cooperative behavior within a work team. Unfortunately, many organizations, while paying lip service to the importance of teamwork, do little to encourage and support those who work in teams. Thus they do not foster a culture in which teams can succeed. High-performing teams manage context effectively by (1) establishing measurable team performance goals that are clear and compelling, (2) ensuring that team members understand that effective teamwork is critical to meeting those goals, (3) establishing reward systems that reward team performance (more than individual performance), (4) eliminating roadblocks to teamwork that formal organization structures might create, and (5) establishing an organizational culture that supports teamwork-oriented processes and behaviors (for example, everyone in the organization understands that success is predicated on effective collaboration; consequently, informal norms and processes support team-oriented behavior). Composition of the Team The composition of the team concerns the skills and attitudes of team members. You have to have the ―right people on the bus to make things happen as a team and achieve top performance. To effectively manage the composition of the team, team leaders must understand that team leadership and processes differ depending on the answers to the following questions: 1. To what extent do individual team members have the technical skills required to complete the task? 2. To what extent do they have the interpersonal and communication skills required to coordinate their work with others? 3. To what extent are individual team members committed to the team and motivated to complete the task? 4. Is the team the right size to successfully complete the task? Teams saddled with members who are not motivated to accomplish the task, or who do not have the skills to achieve team goals, are doomed to failure from the outset. Of course, ―team composition‖ also refers to assembling a group of individuals with complementary skills. High performing teams use the complementary skills and abilities of each team member in a synergistic way to achieve high performance. Team members of high-performing teams clearly understand their roles and assignments and carry them out with commitment. Team size also plays a significant role in team effectiveness. A team that is too large may be unwieldy and cause team members to lose interest due to a lack of individual involvement. Having too few team members may place unnecessary burdens on individual team members, and the team may not have the resources needed to accomplish its goals. High-performing teams effectively manage team composition by (1) establishing processes to select individuals for the team who are both skilled and motivated, (2) establishing processes that develop the technical and interpersonal skills of team members as well as their commitment to achieving team goals, (3) cutting loose individuals who lack skills or motivation, (4) managing the team differently depending on the skills and motivation of team members, and (5) ensuring that the team is ―right sized,‖ which usually means making sure the team is not too large or small to accomplish the task. Competencies of the Team We have found that successful teams have certain competencies that exist independent of any single member of the team but are embedded in the team‘s formal and informal processes—its way of functioning. High-performing teams have developed processes that allow the team to 1. Clearly articulate their goals and the metrics for achieving 2. Clearly articulate the means required to achieve the goals, ensuring that individuals understand their assignments and how their work contributes to team goals 3. Make effective decisions 4. Effectively communicate, including giving and receiving feedback 5. Build trust and commitment to the team and its goals 6. Resolve disputes or disagreements Thus while the context and composition of the team set the stage, these competencies propel it to high performance. If the team hopes to be extraordinary it must develop competencies for goal setting, decision making, communicating, trust building, and dispute resolution. In Chapter Four, we discuss these and other key competencies in greater detail. Change Management Skills of the Team High-performing teams must change and adapt to new conditions to be effective over time. Factors related to team context, composition, and competencies may need to be changed for the team to succeed in reaching a new goal. A team that is able to monitor its performance and understand its strengths and weaknesses can generate insights needed to develop a plan of action to continually improve. Toyota, a company that we‘ve researched extensively, uses the kaizen or continuous-improvement philosophy to help its teams identify the ―bottlenecks they are facing and then develop strategies to eliminate the bottlenecks. They are never fully satisfied with the team‘s performance because once they‘ve fixed one problem, they know that continuous improvement requires that they find, and fix, the next one. We have found that teams in most companies, unlike Toyota, are oblivious to their weaknesses, or even when they do recognize them, they do not have the ability to manage change effectively to overcome those weaknesses. It is possible to view ―change management skills as just another team competency, but this ―meta-competency—what we call ―team-building skills— is so important that it deserves special attention. High-performing teams have developed the ability to change by (1) establishing team-building processes that result in the regular evaluation of team context, team composition, and team competencies with the explicit objective of initiating needed changes in order to better achieve the desired team goals, and (2) establishing a philosophy among team members that regular change is necessary in order to meet the demands of a constantly changing world. Problem 1. Given the data on the worksheet titled “Data for problem 1†find the following: A) Y-intercept B) Slope C) R2 – correlation coefficient D) Find by extrapolation (using the equation of a line with your computed parameters) the value of Y if x = 36 seconds Place your answers on the spreadsheet. Problem 2. Given the data on the worksheet titled “Data for problem 2†find the following: A) Average B) Median C) Standard deviation D) Kurtosis E) Skew F) Count G) Max H) Min I) Using the defined “bins†on the spreadsheet. Create a histogram that shows how many values are in each group. Place your answers on the spreadsheet. Upload your spreadsheet with answers to moodle.