Foundations of Team Leadership Fostering Team Synergy

TEAM SYNERGY Tasks People * Results Goals

TEAM SYNERGY FORMULA * When whole is greater than the sum of the parts Goals Tasks People Results When the team performs better than would have individuals *

TEAM SYNERGY FORMULA Managing Tasks & People Simultaneously * Tasks Results Managing Goals Tasks & People Simultaneously *

Basic Principles for Team Functioning At a minimum, in order to perform, teams must have the complimentary technical skills in the areas in which they are asked to engage. Additionally, if teams are to perform optimally, they must also draw from other areas of expertise- Quality results are achieved when members work well together and the team uses techniques and tools that enhance the quality of their output.

Optimal Performance Requires Specific Skills Areas of Required Expertise: Tasks Related Rational/ Critical Thinking Skills (Problem-solving, Setting clear goals, Evaluating alternative strategies and adverse consequences, etc…) Team Focused Inter-Personal Skills (Listening, supporting, differing, participating, etc.)

Quality Results x Team Commitment Knowledge- Skills -Abilities Components of Team Results TEAM EFFECTIVENESS = EFFECTIVE RESULTS Ownership Quality Work Quality Results x Team Commitment Tasks People Results Goals Other Factors Other Resources Knowledge- Skills -Abilities Adapted: Human Synergistics International

Proficiency in specific areas Components of Team Results EFFECTIVE RESULTS Ownership Quality Work Tasks People Results Goals KNOWLEDGE Subject matter expert Models/Concepts Constructs SKILLS Proficiency in specific areas - Interpersonal Process - Rational Process ABILITIES Natural-acquired skills - Self-Awareness Presence

TEAM SYNERGY FORMULA EFFECTIVE RESULTS Ownership Quality Work Other Factors Other Resources Tasks People Results Rational Task Tools & Processes Analyze Situation Set Objectives Simplify Problem Consider Alternatives Discuss Impact Interpersonal Skills & Processes Listening Supporting Differing Participating Striving for Consensus Goals Knowledge- Skills -Abilities Adapted: Human Synergistics International

Introduction of Rational Tasks Processes Being Clear about Purpose while Analyzing Situation Setting Objectives /Goals Structuring & Simplifying Problem Considering Alternative Strategies Discussing Adverse Consequences

Results: Goal Achievement Critical Thinking Results: Goal Achievement Purpose: To Achieve Results Coming to Focus Goal Clarity Goal Focus Output Outcomes Always Being Clear about Purpose -Outputs- Outcomes & Desired Results

Clear Re Purpose in Analyzing Situation Being clear about Purpose Gathering data and information on the situation (including resources /experts that might be available) Being open and willing to consider different viewpoints and perspectives Exploring root causes and patterns to clarify the situation

Setting Objectives Clearly identifying objectives/goals for the undertaking at or near the beginning of discussion Discussing forces working for and constraints against reaching the objectives/goals Viewing proposed actions not as end-in –themselves (objectives), but rather as possible strategies for reaching the agreed- upon objectives/goals

Structuring & Simplifying Problem Deciding on a rational process for Problem-Solving Separating elements to break down problem into smaller, more manageable categories Grouping elements under the appropriate categories

Considering Alternatives Examining Alternatives Identifying and clearly defining alternative strategies Discussing the relative merits of each possible strategy Not dismissing alternatives without evaluating them Weighing Alternatives Which alternative is most likely to achieve: The minimum outcomes? The best outcomes? The least adverse consequences?

Discussing Adverse Consequences Identifying possible adverse consequences of preferred strategies Estimating the likelihood of these consequences Estimating their severity Comparing alternative strategies in terms of their consequences

Introduction of Interpersonal Process Skills Active Listening to others Supporting their efforts to do well Differing with others when necessary in a manner that is constructive rather than defensive Participating equally in team discussion Striving for consensus

PEOPLE MANAGEMENT Goals

Listening Actively listening and objectively weighing what has been said Trying to understand contributions from the speaker’s point of view Asking open ended questions Periodically reviewing and summarizing what has been said

Supporting Assuming others have useful ideas and viewpoints Pointing out the useful aspects of ideas as they are presented Building on these useful aspects Avoiding unnecessary criticism

Differing Stating one’s own differences clearly without implying that others are wrong Focusing on reasons for differences Treating differences as rich sources of alternatives and creative opportunities Examining ideas on their own merits rather than attacking individuals

Participating Recognizing that the problem is to be faced as a group Determining whether everyone agrees with statements regarding the group’s position Ensuring that less talkative members get heard and their ideas and opinions presented

Striving for Consensus Re-affirming everyone's intention and desire to work towards the same goal Seeking out and emphasizing the common positions to which the group can commit to Building agreements step-by-step and consistently until major decisions are achieved

Is Consensus Always the Right Approach? Team Leadership * Is Consensus Always the Right Approach?

Research Findings Teams Trained in Consensus Are More Successful Teams trained in effective communications and consensus group techniques that encouraged full participation and productive “idea conflict” were consistently more effective in problem solving than untrained groups. For example, even groups instructed in simple consensus steps make better decisions on various “Survival Exercises” than uninstructed business executives. Consensus is a decision process for making full use of available resources and for resolving conflicts creatively. Consensus is difficult to reach, so not every ranking will meet with everyone’s complete approval. Complete unanimity is not the goal- it is rarely achieved. But each individual should be able to accept the group rankings on the basis of logic and feasibility. When all group members feel this way, you have reached consensus as defend, and the judgment may be entered as a group decision. This means that a single person can block the group if he thinks if necessary; at the same time, she should use this option in the best sense of reciprocity. Here are guidelines: Avoid arguing your own ranking. Present your position lucidly and logically as possible, but listen to the other members’ reactions and consider them carefully before you press your point. Do not assume that someone must win and someone must lose when discussion reaches a stalemate. Instead, look for the next most acceptable alternative for all parties. Do not change your mind simply to avoid conflict and to reach agreement and harmony. When agreement seems to come too quickly and easily be suspicious. Explore the reasons and be sure everyone accepts the solution for basically similar or complementary reasons. Yield only to positions that have objective and logically sound foundations Avoid conflict-reducing techniques such as majority vote, averages. Coin-flips and bargaining, When a dissenting member finally agrees, don’t feel that he must be rewarded by having his own way on some later point. Differences of opinion are natural and expected. Seek them out and try to involve everyone in the decision process. Disagreements can help the group’s decision because with a wide range of information and opinions, there is a greater chance that the group will hit upon more adequate solutions. Source: J Hall. “Decisions” Psychology today (November 1971) Hall, Decisions, Psych Today,1971

Consensus: A Rewarding Challenge Consensus is difficult to reach,and not every decision will completely meet everyone’s complete approval. Unanimity is not the goal- it is rarely achieved Individuals should be able to accept the group rankings on the basis of logic and feasibility. When all group members feel this way, consensus has been reached, and the judgment may be entered as a group decision NOTE: A single person can block the group But such an option should be used responsibly and in the best sense of enhancing the deliverable’s quality Not to oppose for the sake of creating difficulties for the group Hall, Decisions, Psych Today,1971

Team Leadership * When to Use Collaborative Decision-making?

Leader Centered Decisions Team Centered Decisions Group Decision-Making (Degrees) & Situational Leadership (Styles) Leader Centered Decisions Source: Tannenbaum & Schmidt: 1978 Team Centered Decisions PERFORMANCE Leader Centered Decisions Team Centered Decisions AUTOCRATIC AUTOCRATIC PARTICIPATIVE PARTICIPATIVE CONSENSUAL CONSENSUAL Leader makes decision and announces to group Leader sells decision to group Leader presents proposal-but open to ideas. Makes decision Leader defines limits- Will support groups decision

Requires Flexibility & Tolerance for Ambiguity Situational Leadership Spectrum Team Leader: First Among Equals -Decision Reached with Group Team Leader: Supporting Group’s Decision-Leading from Behind Team Leader: Sole Responsibility for Decision Team Leader: Decision with Input from Group Requires Flexibility & Tolerance for Ambiguity

Team Leadership * What Are the Requirements for Team Synergy?

The Necessity of Investing in a Team Time, Management and Training is necessary to develop effective teams (as opposed to groups) Teaming skills have to be TAUGHT if a team is to function optimally in both the areas of people processes and tasks processes (critical thinking skills) Team managing/building/training also has to be undertaken in order to align a team to a shared vision/purpose, common goals, an agreed-to approach in working together, and mutual accountability if the team is to function at a high performance level New members must be ‘On Boarded’ and trained in the ways and processes of the team to ensure that they add value to and do not hold back the team Investment in a team is critical if the team is to attain synergy Without investment a team will take longer to reach high performance GO SLOW TO GO FAST

Paradox of Team Building GO SLOW TO GO FAST PERFORMANCE T I M E Interpersonal Processes Task Processes

Evaluating Synergy Variables in Bushfire Teams Exercise Format 1. Review the slides in your binder outlining Rational Task Processes and Interpersonal Processes (Binder Section 6)    2. Reflect on your own experience as a team member in the Bushfire Simulation. On the Assessment Grid provided in your Binder, for each of the tools and skills listed below, indicate with a plus (+) or a minus (-) whether you used/applied that tool or skill effectively (+) or you did not use it effectively or not at all (-) 3. On the Circle Format provided in your Binder, summarize for REPORT OUT the top Plus, Deltas and Differences in Results as an outcome of the Assessment exercises (Individual & Team)    

TEAM SYNERGY Tasks People * Results Goals

Summary Task & People Process Skills Analyzing the situation/ assessing resources Setting objectives/goals Structuring & simplifying problem Developing alternative courses of action Identifying obstacles and adverse consequences Active Listening of others Supporting their efforts to do well Differing, when necessary, in a manner that is constructive rather than defensive Participating fully Striving for Consensus

Effective Components of Synergistic Teams EFFECTIVE RESULTS Ownership Quality Work Other Factors Other Resources Rational Task Tools & Processes Analyze Situation Set Objectives Simplify Problem Consider Alternatives Discuss Impact Interpersonal Skills & Processes Listening Supporting Differing Participating Striving for Consensus Knowledge- Skills -Abilities Adapted: Human Synergistics International

RATIONAL TASKS PROCESSES   Individual Performance Rating   RATING RATIONAL TASKS PROCESSES INTERPERSONAL TAKS PROCESSES Analyzing the Situation Listening Setting Objectives Supporting Simplifying the Problem Differing Considering Alternatives Participating Discussing Consequences Striving..for Consensus

RATIONAL TASKS PROCESSES INTERPERSONAL PROCESSES   Simulation Group Performance Rating   RATING RATIONAL TASKS PROCESSES INTERPERSONAL PROCESSES Analyzing the Situation Setting Objectives Supporting Simplifying the Problem Differing Considering Alternatives Participating Discussing Consequences Striving..for Consensus Listening

Team Effectiveness & Synergy What to Keep Moving Forward P L U S What to Keep Moving Forward P L U S Tasks Task Processes . .. People People Processes . ... . ... Attained RESULTS

Team Effectiveness & Synergy What to Change Moving Forward DELTA Tasks Task Processes . People People Processes Desired RESULTS