IN A WORK GROUP OR ON A TEAM Think about your work environment and the people with whom you work most closely.
WORK GROUP AND TEAM CHART Work GroupsTeams StructureLayered or IndividualFlat SizeLarge or SmallSmall, fewer than 10 Job DesignSingle taskMulti-task, Whole process Management RoleDirect controlFacilitation LeadershipStrong, Clear FocusShared with team Information FlowControlled, LimitedOpen, Shared Goals/ObjectivesOutput defined - individualOutput defined - team Work ProductsIndividual work productCollective work product AccountabilityIndividualIndividual and mutual CompetitionValues competitionValues collaboration RewardsIndividual, SeniorityTeam, Skill-based
TEAMTHINK “We Trained Hard… but every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.” Written in 210 B.C. Petronius Arbiter
TEAM PERFORMANCE CURVE (Katzenbach & Smith, 2006)
HIGH-PERFORMING TEAMS P urpose and Values E mpowerment R elationships and Communication F lexibility O ptimal Performance R ecognition and Appreciation M orale (Blanchard, Carew, & Parisi-Carew, 2009)
TEAM CHARTER MODEL (Blanchard, Carew, & Parisi-Carew, 2000)
YOUR ROLE AS TEAM LEADER Table Group Activity What is your role as a team leader? What are your responsibilities?
PRINCIPLES OF TEAM DEVELOPMENT 1.Teams and team development are about results. 2.Know what you are trying to build. 3.Team development is a process, not an event. 4.“Just in time” is the best time for training. 5.Development must be a felt need of the team. 6.Team development demands a safe environment. 7.Use the work of the team to build the team. 8.There are no shortcuts to team effectiveness. 9. Willingness precedes skills. 10. Team leaders need a head start. TEAM DEVELOPMENT (MacMillan, 2001)
HOW TEAMS BECOME DYSFUNCTIONAL Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability. Patrick Lencioni (Lencioni, 2002)
TEAM ASSESSMENT Use the scale to indicate how each statement applies to your team. Evaluate the statements honestly and without over-thinking your answers. 3 = Usually 2 = Sometimes 1 = Rarely
SCORING YOUR TEAM ASSESSMENT A score of 8 or 9 is a probable indication that the dysfunction is not a problem for your team. A score of 6 or 7 indicates that the dysfunction could be a problem. A score of 3 to 5 is probably an indication that the dysfunction needs to be addressed. Dysfunction 1: Absence of Trust Dysfunction 2: Fear of Conflict Dysfunction 3: Lack of Commitment Dysfunction 4: Avoidance of Accountability Dysfunction 5: Inattention to Results STATEMENT 4:STATEMENT 1:STATEMENT 3:STATEMENT 2:STATEMENT 5: STATEMENT 6:STATEMENT 7:STATEMENT 8:STATEMENT 11:STATEMENT 9: STATEMENT 12:STATEMENT 10:STATEMENT 13:STATEMENT 14:STATEMENT 15: TOTAL: (Lencioni, 2002)
TEAM MEMBER ROLES TASK DYNAMIC AND TASK ROLES “WHAT” and “WHY” PROCESS DYNAMIC AND PROCESS ROLES “HOW” Organizer Encourager Information Giver Gatekeeper Information Seeker Listener Clarifier Harmonizer Pacer Influencer Opinion Giver Expediter Elaborator Supporter Consensus Seeker Team Builder Summarizer Feeling Expresser Representative
DYSFUNCTIONAL TEAM MEMBER ROLES AND BEHAVIORS Stage Hog Cynic Joker Condescending Bullying Blocking Avoiding Withdrawing Dominating Self-Seeking
TEAM COMMUNICATION FEEDBACK Benefits Giving to others Receiving from others Make sure you have someone in your life from whom you can get reflective feedback. Warren Bennis
ASK QUESTIONS, LISTEN, AND TAKE ADVICE The quality of a question is not judged by its complexity but by the complexity of thinking it provokes. Joseph O’Conner
TWELVE ANGRY MEN “Leadership is always dependent on the context, but the context is established by the relationships we value. We cannot hope to influence any situation without respect for the complex network of people who contribute to our organization.” Margaret Wheatley, 2001
CONSENSUS How to reach consensus: 1.Describe and clarify the decision to be made. 2.Brainstorm options for consideration. 3.Determine criteria for the decision. Essential vs. Desirable Need vs. Want 4.Lead an evaluation of the options based on criteria. 5.Help the team agree on a decision. 6.Confirm each team member’s commitment to the decision. 7.Plan action steps.
EFFECTIVE MEETINGS X The ProblemThe Solution Doesn’t start and/or end on timeTimekeeper and leader commit to starting and finishing on time and stick to the agenda The right people aren’t thereMeeting invitation and agenda sent to individuals affected by agenda items No clear objectiveEstablish an agenda before the meeting and stick to it Conversation wandersFacilitator or team members call for the question Time spent on items that could be handled outside the meeting Facilitator prepares bulletin for information-only items Participants don’t listen or participateEstablish ground rules for active participation and listening Some members talk at length, are repetitive, and dominate the discussion Facilitator monitors talk, guides conversation along No decisions madeFacilitator calls for decision, recorder documents decision Participants do not follow through with assignments Team members have clear notes as to assignments, due dates, and hold each other accountable
CHECK-IN ACTIVITIES Check-ins are brief and non-threatening. They are a fun way of sharing information by each team member. The purpose is to bring group attention at the beginning of a meeting.
BUILD A PERSONAL ALIGNMENT PLAN (PAP) PlanResponses Core Purpose/Mission Identity Values/Beliefs Capabilities/Strengths Behaviors/DiSC Style Constraints Hopes/Dreams/ Expectations What is the object of your desire regarding Complex Role? MeasuresHow will you document your progress?
WRITING AND REFLECTION Record two to three ideas or issues that came out of the discussion that were most meaningful to you.