Coordinator - Sweet Adelines International

Chapter 1: Team Tools
Regional Management Team Handbook
4/13
Personal Characteristics
Every member of the team brings her own set of experiences, personality, and
problem-solving approaches to the decision-making table. The issue, then, for teams is
heterogeneity vs. homogeneity. The more heterogeneous (different) the group members
are, the more resources, talents, and perspectives that can be focused on the problems
facing the group. Thus, heterogeneity generates creativity and synergy. On the other hand,
a heterogeneous group is at a greater risk for internal conflict and lengthy meetings.
The more homogeneous (similar) the group members are, the more likely they will view
a problem in the same way, allowing for quicker decision-making. Thus, homogeneity
provides for team cohesiveness and quicker decision-making. On the other hand, a
homogeneous group is a greater risk for “groupthink”—assumptions of unanimity,
discounting of negative information, and pressures to conform to group norms. Which is
best? Most experts agree that effective decision-making groups should be heterogeneous
in perspectives, abilities, and problem-solving styles, but homogeneous in purpose and
mission.
Activity:
Before convening the first RMT meeting, survey team members to determine their
different approaches to problem-solving through such devices as Kolb’s Learning Style
Inventory, the Myers-Briggs Personality Inventory, or the Colors Personal Assessment.
(See Bibliography for information regarding sources of these surveys.)
Situational Characteristics
Size and Rewards
The most effective decision-making groups are small, about seven to 10 members.
With eight members, the RMTs are appropriately sized. Rewards for RMT members are
intrinsic—team members participate because of a personal need to contribute, and goalachievement
tends to be its own reward.
Type of Tasks
Group tasks can be categorized into three types:
• Additive—task in which the group’s performance is a function of all members’
efforts aggregated. An example is a tug-of-war team or a choral group.
• Disjunctive—task in which the group’s performance is a function of the best
single performer (only one has to perform well). An example is a research team
seeking the “one right answer.”
• Conjunctive—task in which the group’s performance is a function of the worst
single performer (all members must perform well for the group to excel.) An
example is a professional basketball team or a team of surgeons.
Tasks performed by RMTs are primarily additive, in terms of the roles or responsibilities
of each team member, and conjunctive, in terms of the decisions that must be made at
RMT meetings. Therefore, it is essential that each member contribute equal effort and
view herself as an equally important member of the team.
Team Tools • 1-39