1. TEAMS

2. TEAM DEFINED TEAMS HAVE: Two or More Members Specific Performance Objective or Recognizable Goal Coordination Among Members is Required for Goal Attainment

3. TUCKMAN’S STAGES MODEL TEAM DEVELOPMENT Forming Storming Norming Performing Adjourning Different interpersonal relationships and task behaviors at each stage

4. Forming – Unclear Objectives, Lack of Commitment, Hidden Feelings Storming – Arguments About Structure, Conflicts, Hidden Agendas Norming – Review Clarifying Objectives, Opening Risky Issues, Establish Implicit or Explicit rules TUCKMAN’S STAGES MODEL TEAM DEVELOPMENT

5. Teams Progress Through Different Characteristics I.Caution & Inclusion Issues (Forming) II.Conflict is inevitable & necessary to establish trust. Development of unified set of goals, values, & operational procedures. (Storming) III.Willingness to cooperate, mature negotiations, & positive working relationships (Norming) IV.Productivity & task accomplishment (Performing)

6. HIGH PERFORMING TEAMS Clear and Unified Understanding of the Goal Shared Belief that the Goal Embodies a Worthwhile or Important Result Appropriate Structure

7. TYPES OF TEAM STRUCTURE

8. CORPS’ PDT STUCTURE Broad Objective is Problem Solving Dominant Feature is Trust Basic Structure is Focus on Issues Clear Roles and Accountability Effective Communication System Monitoring Individual Performance and Providing Feedback

9. TEAM FAILURE # 1 Reason: Loss of Focus Where the Team Had Raised Or Allowed To Be Raised Some Other Issue Above the Team’s Performance Objective –Problems Complex –High Degree of Collaboration –Often Intense Concentration Required

10. GREATEST THREATS Politics and Personal Agendas are the Greatest Threat to Goal Clarity. –Lost Focus –What’s In it for Me vs. Team Objective –Once Started Almost Impossible To Stop

11. TRUST PARADOX Trust is a paradox in human communication. One can trust or distrust but one can never know for certain…

12. TRUST AND DISAPPOINTMENT

13. TRUST Trust is Produced in a Climate That Includes: –Honesty –Openness –Transparency –Consistency –Respect

14. Integrated Model of Group Development - Stages Recall the Integrated Model of Group Development that said: “Conflict is inevitable and necessary for the establishment of trust.” Allowing development of the next stage -- willingness to cooperate, mature negotiations, and positive working relationships.

15. An example of team “Norming” is: a.Members start questioning their performance b.Real issues begin to emerge; team sessions begin to be heated. c.The team is producing work as a team, resolving problems and getting the job done. d.Members learn about each other. POP QUIZ

16. An example of team “Norming” is: a.Members start questioning their performance POP QUIZ

17. The number one cause of team failure is: a.Improper Team Structure b.Lack of Management Support c.Team Members Too Technically Orientated d.Loss of Focus e.Interpersonal Differences

18. POP QUIZ The number one cause of team failure is: d. Loss of Focus

19. CONFLICT TO COOPERATION

20. CONFLICT Conflict is Always Present in a Relationship The Absence or Presence—Amount of Conflict does not Determine Relational Satisfaction, BUT How Conflict is Handled Determines Relational Satisfaction

21. A trained psychologist can predict (95% certainty) if a couple will divorce within one year by observing their conflict behavior for 5 minutes!

22. RELATIONSHIP CONFLICTS Strong Emotions Misperceptions or Stereo types Poor or miscommunication Negative behavior DATA CONFLICTS Lack of Information Misinformation Dif. Views on what is relevant Dif interpretations of data Dif assessment procedures INTEREST CONFLICTS Substantive Procedural Psychological STRUCUTRAL CONFLICTS How situation is set up Role definitions Time constraints Geographic/physical Unequal power/authority Unequal control of resources VALUE CONFLICTS Day to day values Terminal values Self definition values

23. THREE BASIC RESPONSES Avoidance – Can be Either Aggressive or Passive Aggression Integration

24. FEELINGS OF POWER IN A CONFLICT “Each person may firmly believe that the other person has more power” Conflict often escalates because each person believes they are in the low power position.

25. POWER IN A RELATIONSHIP Dynamic Collaboration – requires power sharing and realignment of power Competition over power involves equalizing behaviors—”cutting down to size”-- and results in a downward spiral

26. CRITERIA FOR COLLABORATION Low power participants must have opportunity for influence Participants are being honest Potential gains are worth the emotional and economic investments

27. FIVE CONFLICT STYLES Collaboration Compromise Competition Accommodation Avoidance

28. COLLABORATION High Energy Emotional Investment High Concern for Self and Others Search for Solutions: compromise assumes a “fixed pie,” whereas collaboration looks for new solutions and addresses underlying concerns

29. BEHAVIORS FOR HANDLING CONFLICT Recognize the Signs of Conflict and Don’t Fear Them Begin With The Positive Intent Center On a Specific Content Topic –Discuss Content –Avoid Value Discussions –Avoid Ego Content and Involvement

30. BEHAVIORS Cont’d Keep An Open Mind and Look For Common Ground Render Judgments on Facts and Merit Consider Cultural Differences –Individualistic- Content and Outcome –Collectivist - Social Relationships and Process

31. PERCEPTUAL BIAS Lake Woebegone: We view ourselves as above average Actor/Observer Bias: we view ourselves as being cooperative and others as being competitive. (e.g. our behavior is driven by circumstances while theirs is driven by some attribute of their personality

32. BEHAVIORS Cont’d Finally, if Possible Prearrange Conflict Management Procedures –There is Always Conflict –Doesn’t Matter How Much Conflict is Present –How Conflict is Handled Determines the Health/Strength of the Relationship

33. POP QUIZ Which of the following is not a sign of an escalating dispute? a.Seeing the other person or group as an advisory or opponent. b.Lost awareness of caring about the impact upon the person. c.Denial of responsibility. d.Identifying areas of disagreement. e.Unwillingness to change.

34. POP QUIZ Which of the following is not a sign of an escalating dispute? d. Identifying areas of disagreement.

35. INTERESTS VS POSITIONS

36. POSITIONAL BARGAINING  The sides open the negotiations by taking fixed positions.  Charges and countercharges about the other parties’ behavior or proposals  The parties enter into a series of reciprocal concessions until a compromise is reached or the negotiations break off.

37. POSITIONAL BARGAINING The absolute best outcome that positional bargaining can produce is a "compromise" There's no potential for all parties to be fully satisfied with the outcome. The adversarial posturing and unsatisfactory nature of the compromise may destroy the working relationship.

38. The alternative is to focus on interests... INTERESTS: Fundamental needs or conditions which people or groups must meet for continued survival, success or fulfillment

39. …instead of positions POSITIONS: How people would like to achieve their interests.

40. FOCUS ON INTERESTS  Even when positions appear mutually exclusive, parties' fundamental interests may be met in a number of ways.

41. INTEREST- BASED PROCESS  This approach is entirely consistent with the Corps Six-Step Planning Process  Just as the “zero-sum” assumption is a self- fulfilling prophecy, experience shows that the belief that there is a solution that meets everybody's interests can also be a self- fulfilling prophecy.

42. HOW DO YOU IDENTIFY INTERESTS The key is listening closely to what people are really telling us Most of the time we are just listening to get our arguments ready

43. ACTIVE LISTENING

44. LISTENING Listening is making sense out of what you hear. –Passive/Recreational Listening –Understanding –Evaluation –Listening to be Helpful –Active Listening: High Receive

45. WHAT HAPPENS WHEN PEOPLE FEEL RESISTED They feel compelled to repeat whatever they felt was not acknowledged They “escalate” -- more emotional language; voice tone sarcastic; volume increases. They become more accusatory. Their position becomes more rigid and fixed. They become less open to alternatives. They start seeing others as the enemy.

46. ROADBLOCKS TO LISTENING Ordering, demanding Warning, threatening Admonishing, moralizing Persuading, arguing, lecturing Criticizing, judging, evaluating Interpreting, diagnosing

47. ROADBLOCKS TO LISTENING - Continued Advising, giving answers, offering solutions Criticizing, disagreeing, contradicting Praising, agreeing Reassuring, sympathizing Probing, questioning Sarcasm, kidding, humor Diverting, avoiding

48. Active Listening Focus on what the message sender is feeling and thinking. Rather than on the message receiver’s own feelings and judgments Summarize in your own words what the speaker is feeling and thinking

49. ACTIVE LISTENING Summarize, rather than judge, what the other person is saying Summarize both feelings and ideas Avoid lead-in phrases – “I hear you saying…” Choose words that match the intensity of the feeling (transmitted via word choice, tone of voice, body language & other non-verbals.)

50. IDENTIFY THE POSITIVE INTENT OF THE SENDER People Focus Task Focus Passive Aggressive

51. POTENTIAL BEHAVIORS WHEN POSITIVE INTENT IS BLOCKED Get it done –Speed up, Act vs. Reflect –Assertive & Controlling Get it Right –Perfectionist –No one else “gets it” Get Along –Yes Person” Approval Seeking –Tongue Biting –Approval Seeking Get Appreciated –Lack of Positive feedback –Attention Seeking; Exaggerates –Wants to be noticed

52. WHEN IT IS MOST IMPORTANT TO SUMMARIZE FEELINGS Voice tone or word choice shows high intensity Repeating the same point When people say they are not being understood

53. WAYS TO ACKNOWLEDGE Summarize your understanding of what people are thinking and feeling. Record a summary on a flip chart and use as the record of the meeting.

54. WHY MEETING LEADERS USE ACTIVE LISTENING If there is no acknowledgement, people feel incomplete and unsatisfied Disagreeing causes escalation Agreeing can alienate someone else in the audience Active Listening creates an environment in which people begin to share interests, not just positions

55. UNDERSTANDING Plan Communications by Anticipating Their Interests, Focus and Intent Actively Listen Get Confirmation

57. GROUP EXERCISE ROLE PLAY Need Three Volunteer Actors –PM –Sponsor –Resource Agency Representative Role Play a “heated” PDT Meeting The Rest of the Group Should Observe as Active Listeners

58. GROUP EXERCISE ROLE PLAY Active Listener’s Analysis –Identify Positive Intent for Each Actor –Were Non-Verbal Cues Consistent with Verbal Messages?

59. GROUP EXERCISE ROLE PLAY Reenact The PDT Meeting New PM Volunteer Actor –PM Uses Active Listening Techniques Questions, Discussion, or Observations?

60. Active Listening Focus on what the message sender is feeling and thinking. Rather than on the message receiver’s own feelings and judgments Summarize in your own words what the speaker is feeling and thinking

61. ACTIVELY LISTEN Identify The Focus and Positive Intent Blend Non-verbally: Bodily, Facially and Volume Backtrack, Clarify and Confirm

62. ACTIVELY LISTEN Speak To Be Understood –Monitor Your Non-Verbal's –Tell Your Truth –Be Ready to Listen