1. Using Table 11–1 as a guide, what needs to be done to turn Google’s HR group into a true team?
In order for Google’s HR group to be a true team, it needs all members of the group to work together. The group “develops its own purpose or mission. Problem solving becomes a way of life not a part time activity.” A team is more effective when they work together as a whole rather than individually. Members need to realize that everything becomes a shared group effort. Accountability shifts from strictly individual to individual and collective. It’s now a group rather than individually, workload is shared and leadership is shared. According to table 11-1, “effectiveness is measured by the group’s collective outcomes and products” (Kreitner & Kinicki, 2013, p. 301).
2. Should Google’s HR team members have been instructed ahead of time in the teamwork competencies in Table 11–3? Explain how it should have been done.
I think Google’s HR team members should have been instructed ahead of time in the teamwork competencies. People are more successful when they know what is expected of them beforehand. According to table 11-3, you need to develop strong team competencies. This includes: orienting team to problem-solving situation, organizing and managing team performance, promoting a positive team environment, facilitating and managing task conflict and appropriately promoting defense of preferences when supported by logic based arguments. Real teamwork requires a concerted collective effort. Requiring, lots of tolerance, practice, and trial and error. When in a problem solving situation HR team members should “arrive at a common understanding of the problem and determine the important elements of the problem.” When that’s figured that out, then HR needs to “find relevant data that pertains to the problem.” Next they need to organize and manage the team’s performance by “helping the team establish specific and challenging team goals”. Provide feedback on team’s performance. HR needs to promote a positive team environment by “creating and reinforcing norms of tolerance, respect and excellence.” They need to Facilitate and manage task conflicts by “encouraging desirable and discouraging undesirable team conflicts. Find the source And type of the conflict and implement proper resolution strategies.” Lastly HR should appropriately promote perspective. They should “defend stated Preferences, argue for a particular point of view and withstand pressure to change position for another that is not supported by logical or knowledge-based arguments.” (Kreitner & Kinicki, 2013, p. 306)

3. How important is trust with this sort of cross-functional team? Explain how to quickly build trust among cross-functional team members who bring a diverse array of backgrounds and perspectives to the table.
Trust is an important dynamic when working with cross-functional teams. Lack of trust is one of the main reasons teams fail. With trust you tend to give what you get, trust begets trust, distrust begets distrust. (Kreitner & Kinicki, 2013, p. 312) You can quickly build trust by taking a cognitive leap as soon as the team is formed. Cognitive leap is faith in other person’s good intentions. Assumption that other person will behave as desired. (Kreitner & Kinicki, 2013, p. 313) “People with different developmental experiences, personality types, and cultural backgrounds vary in their propensity to trust.” A team should convey a propensity to trust one another and with Google’s HR team members they should have initiated a sense of blind trust for one another. In order to build this trust you need communication, support, respect, fairness, predictability and competence. Communication is keeping team members informed. Support is being available and approachable. Respect allows for decision making authority. Fairness is giving credit to those who deserve it. Predictability is being consistent in daily functions. Competence is demonstrating good business sense and professionalism.
4. Which type of cohesiveness, socio-emotional or instrumental, is more important in this type of cross-functional team? Explain.
Instrumental cohesiveness would be a better choice when in cross-functional teams. Instrumental cohesiveness is a sense of togetherness based on mutual dependency needed to get the job done. Socio-emotional cohesiveness is a sense of togetherness based on emotional satisfaction. This is not the best choice because there is so much diversity among the team; it’s very hard to meet at an emotional level. Instrumental has regularly updates and clarifies the group’s goal. This is great because it makes sure everyone is on the same page and understands where we are going with the goal. Instrumental gives every group member a vital “piece of the action”, which makes them feel part important and part of the team. It channels each group member’s special talents toward the common goals. Instrumental frequently reminds group members they need each other to get the job done (Kreitner & Kinicki, 2013, p. 315).
5. What advice would you give Google’s Laszlo Bock about managing a cross-functional team, team building, and team leadership.
The advice I would give Google’s Laszlo Bock about managing a cross-functional team is “start a team on a problem, a hard problem. Keep the team motivated. When there’s an obstacle, instead of dodging it, bring another point of view: an electrical engineer, a user interface expert, a sociologist …” (Kreitner & Kinicki, 2013, p. 320). The advice I would give on Team building would be make sure you have “clear goals, proper leadership, careful attention to details and transfer of learning back to the job” (Kreitner & Kinicki, 2013, p. 323). When dealing with team leadership, remember “leading a team is not the same as leading the individuals within it. A flexible and adaptable leadership style is required to manage the complex web of relationships in a work team. More emphasis is needed on team building, broader input and group problem solving.” (Kreitner & Kinicki, 2013, p. 326)

References Organizational Behavior, Kreitner, Robert and Kinicki, Angelo, Irwin Publishing, 10th Edition, c. 2013