2.6 Team Culture Types

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From the course by University of Pennsylvania

Building High-Performing Teams

53 ratings

University of Pennsylvania

Building High-Performing Teams

53 ratings

Course 2 of 5 in the Specialization Culture-Driven Team Building

Teams are essential to the modern organization, but most never reach their potential. Co-workers miscommunicate, and groups struggle to adapt to changes in the market or their organizations. When teams lack self-awareness about these challenges, performance suffers. Based on years of team culture research and consulting experience, this course helps you understand the problems that hurt productivity, and gives you tools for creating positive change. This course also guides you through creating the ground rules and structure needed to set your team up for success. You gain the skills to diagnose issues such as conflicts, groupthink and lack of commitment in your team before they get out of control. The course offers frameworks to adjust team behaviors and get the best performance out of your people. You also understand frequent stumbling blocks for common team types, such as startups and virtual teams, and learn solutions tailored to each one.

From the lesson

Diagnosing Team Problems

In this module, we’ll look at why good teams go bad. We’ll focus on those process losses I mentioned, and dig into the different problems that can derail your group from its goals. Since it can be hard to really pinpoint team problems and even harder to talk about them, we’ll look at some methods that will help you do both.

2.1 Overview3:54

2.2 The Sources of Team Misalignments5:48

2.3 Environmental Misalignments5:00

2.4 Individual Misalignments4:42

2.5 Assignment - GM Case4:21

2.6 Team Culture Types4:39

2.7 Misalignments Checklist3:42

2.8 Taking the Team Temperature3:57

2.9 Interview: Dr. Jack Gutsche16:57

Meet the Instructors

Derek Newberry, Ph.D.
Lecturer
Organizational Dynamics
Dr. Aviva Legatt
Affiliated Faculty
Organizational Dynamics

Now that we've explored the types of misalignments teams experience and

why they can be so hard to diagnose,

let's look at how you can observe these issues happening in your own team.

The first thing to be aware of is that even though every

team is unique in specific ways, there are common types of team cultures

each with their own strengths and weaknesses.

By knowing your own team culture type, you can be especially mindful of the problems

that are more likely to show up in your group.

Team culture is mainly defined by two characteristics.

First is how hierarchical your group is.

This is basically all about how authority is distributed in the team.

Your group it can be more hierarchical with power concentrated in one or

a few strong leaders,

or you can have a flatter structure where team members get a lot of autonomy.

The second characteristic is the type of rapport or

relationship that your team has.

Some teams are more individualistic where people tend to operate in silos and

their relationships are a lot more transactional.

Teams on the other side of the spectrum are more cohesive.

They collaborate more closely and have warmer relationships.

If you put these characteristics together, you get two axes that make for

four different team types, each with their own strengths and weaknesses.

Let's take a look at each one.

The first type of team culture is more individualistic and hierarchical.

I call these teams troops,

because the traditional military structure is a good example of this type.

Troops are defined by strong leadership, but very little horizontal collaboration.

They follow the boss's orders and they generally operate in a silo.

The strength of this team type is in the common direction provided by

a strong leader.

The downside is the lack of feedback since team members work independently and

aim mainly to serve the person in charge.

If you have this type of team, you should watch for a lack of information flow

between team members and see if this is creating inefficiencies or blind spots.

Teams that are highly cohesive and hierarchical are called believers.

The teams that Volkswagen are good example of believers.

Because as we talked about earlier, they had a strong unified culture that was also

heavenly driven by family based leadership at the top.

As with DW, believer teams are often easy to energize and

rally around a compelling vision.

On the other hand, it might be difficult for team members to challenge each other

in productive ways, which can lead to poor decisions down the road.

If you have a group of believers, you might pay careful attention to whether

each person feels comfortable speaking up and offering opposing view points.

If you have a team of strongly individualistic people with little top

down authority, you're virtuosos.

The 2003 Lakers basketball team is a good example of this.

It featured legends like Gary Payton and

Karl Malone alongside future hall of famers Kobe Bryant and Shaquille O'Neal.

The team of big egos goes storm through the regular season and

playoffs, but spattered out in the NBA finals that year.

Winning only one game against the Detroit Pistons.

A team with much less star power, but a lot more team chemistry.

Like that Lakers team, virtuoso's shows benefit from having individuals who

are willing to challenge each other.

This helps them get the best ideas on the table, but the lack of team rapport or

a strong leader can cause them to pull apart under stress.

If you're working with virtuosos, you should consider whether you have

a strong enough common vision and clear roles to keep them all on the same page.

WL Gore is a great example of a culture of friends.

Which features high cohesion and low hierarchy.

This is one of the few large companies with very little top down structure.

The 10,000 employees make decisions on everything from projects to hiring through

self-managing teams of 8 to 12 people.

The goal is to give them a common set of values that bind them together and

then empower them to find ways to make the company successful.

This empowering approach can lead to great results in the long run since team members

become highly engaged and collaborative.

In the short run though, these teams get a slower start as individuals take time to

build trust in each other and get comfortable with their roles.

If you have this type of team,

you might consider whether you could have trouble making decisions quickly and

setting a new strategic direction when the situation calls for it.

In considering your team type, remember that there is no one right culture.

The important thing is to be aware of the tradeoffs with each one.

Shape your team rules to play to your strengths and

pay careful attention to the problems that are more likely to arise in your group.

This will help you observe and

diagnose team issues early on before they get out of control.

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