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The Instant Team How to Collaborate with Anyone, Anywhere, Anytime LawNet 2003 Andrea J. Daeubler.

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Presentation on theme: "The Instant Team How to Collaborate with Anyone, Anywhere, Anytime LawNet 2003 Andrea J. Daeubler."— Presentation transcript:

1 The Instant Team How to Collaborate with Anyone, Anywhere, Anytime LawNet 2003 Andrea J. Daeubler

2 The Instant Team No one has time to take a personality profile or choose the absolute perfect mix of people before putting a team together. How do you get IS to work with marketing, accounting and library services? This session provides collaboration principles that work in the real world.

3 Agenda Teams vs. Groups Collaboration Stages Requirements Feedback on Behavior/Performance Criticism Rewards Q&A

4 Teams vs. Groups Group Leader makes decisions Members execute assignments from leader Team Leader communicates goals, interfaces with other managers, and keeps team on track Decision are made by the team members

5 Team Formal way to actualize collaboration We do it all the time But how well?

6 Collaboration Power of Collaboration: Decisions are improved by thoughts of others Not taught or modeled well in American culture Questions viewed as sign of weakness Schools Employee Evaluation Processes Management

7 Collaboration Process Stages 1234 Gartner, September 2002

8 Collaboration Process Stages Design Data Collection Processing Action

9 Collaboration Process Stages Design Data Collection Processing Action FormingStormingNormingPerforming

10 Building a Team from Disparate Groups People assigned based on ability Preferable for leader to have say on who is selected Not always good to have team of stars The Apollo Syndrome * * Dr. Meredith Belbin

11 Build Commitment Leader communicates goals or objectives of team Members document their purpose: Mission Goals Tasks Expected Results

12 Understand Team Membership Members discuss areas of expertise or responsibility Team identifies and discusses their strengths and weaknesses Mix of personalities is best to give team balance

13 Clarify Roles & Responsibilities Leader documents roles and responsibilities of each team member On a cross-functional team, leader may need confidential information from members manager Team discusses roles and responsibilities

14 Establish Protocols of Communication Technology plays a critical -- but small -- role Team needs to agree on communication guidelines

15 Communication Guidelines Issues 1. How information is shared 2. Frequency of communications & meetings 3. Expected response time to messages 4. Method of giving and receiving feedback 5. How decisions are made 6. How disagreements or conflicts are resolved 7. How and when information is provided to senior management

16 Shaping the Team Results are in direct proportion to the skills members possess and the initiative they expend Contribution is impacted by several factors: Inclusion Confidence Empowerment

17 Communication is Vital Leaders must set the tone for communications that are: Friendly Open Positive

18 Cooperation / Interdependence FACTS model of effective team behaviors: 1. Follow-through 2. Accuracy 3. Creativity 4. Timeliness 5. Spirit

19 Conflict Resolution What constitutes conflict?

20 Conflict vs. Disagreement Conflict Involves an emotional component that tends to be destructive Disagreement Is a non-emotional presentation of different viewpoints

21 Dont Suppress Conflict Members can express negative feelings Dealing with and managing conflict improves team performance Leader must manage process

22 Change Management Leader must: Provide security necessary for risk-taking Provide tools Gain managements approval Model a positive attitude about change

23 Teams and More Teams



26 Working with Other Teams Each team has relationships with and responsibilities to other teams. See other groups as internal clients Show same respect as for external clients Ask for input on ways to improve service Approach negotiations as win-win opportunities Share resources and improvement ideas

27 Delivering Criticism All of us often do the wrong thing because we lack awareness or information.

28 Delivering Criticism: Leave out Your Emotions Convey information to improve performance and leave recipient emotionally intact Ask for what you want Focus on what is right Communicate, dont just tell

29 Delivering Criticism: Additional Guidelines Dont just react Act in a timely manner Deliver criticism only in private Criticize without comparison Criticize with specifics

30 The Fun Part – Rewards! Recognitions/rewards not used enough Send powerful message about recipients importance and organizations appreciation of good performance Can take many forms – and involve varying levels of expense

31 Virtual Teams All this is harder with virtual teams By 2006, in 75% of enterprises, project teams will have virtual memberships. In more than half of these enterprises, some project team members will be non-employees. Its about people, not technology. Gartner, September 2002

32 Collaboration Process Stages Design Data Collection Processing Action FormingStormingNormingPerforming

33 Hand-out Steps to Building an Effective Team University of California – Berkeleys Guide to Managing Human Resources, Chapter 14

34 Questions ?

35 Teams, Teams, Teams Relationships within the team Peer support manifests itself in many ways Relationship with the organizational team Consider team needs/deeds in light of the good of the whole organization Relationship to other work groups and teams

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