Being Professional & High Performing Teams Minha R. Ha, Learning & Assessment Officer Faculty of Engineering, McMaster University Sept 15 & 22, 2014

Profession: More than an expertise Expert is not automatically a professional Profession = Special knowledge + Commitment to what counts as collective integrity

So what are we committed to? Members of Engineering Profession: Experts Demonstrating Integrity, with… ACCURATE UNDERSTANDING of REAL HUMAN NEED (including ability to RESPOND, ADVOCATE, PROTECT) LONG-TERM GOAL & VISION (including ability to challenge status quo) PRACTICAL COMPETENCY (Including SCIENCE, UTILITY, MANAGEMENT)

Integrating Models Mgmt Competen cies Org. Systems Individual Qualities Interpers. Relations

Fantastic Teams vs. Dysfunctional Teams

Teamwork Module Series Objectives Know how to measure success Begin building one good framework for team development Explore ways to manage diversity & conflict 3 of 14

Team Processes Com Ro Dec Conf

Min Basadur Model: Team Decision Making ImplGen DevEval

Relational Leadership PurposefulInclusive EthicalEmpowering Process- Oriented

Tools & Strategies 6 of 14

Focus the team Things you can do so that team can pay attention to what’s important to team’s achievement targets Set things up properly Know your purpose and outcome Prepare for the best and the worst Build trust 7 of 14

Enable the Team Things you can do to help team perform at their best & become more effective Make each session count Encourage, empower Learn from each other Respond, be accountable 8 of 14

Adapt! (Mitigate Dysfunction) Things you can do to protect team from dysfunction, but also to help the team process / mature through difficulties Be prepared & build tools Work with what you have Hold through struggle and conflict Promptly address disruptive potentials Seize the learning opportunity 9 of 14

Celebrate the Milestones! Things you can do so that the team members can keep going, renew Know when to recharge Process breaks, reflect Celebrate, recognise Keep learning fun! 10 of 14

Giving and Exchanging Feedback

Managing Concerns Core concerns in negotiation (Dan Shapiro): Appreciation Autonomy Affiliation (emotional connection) Status (recognition) Role (meaning)

Working with People Free online test: testing.info/tests/JUNG.php content/uploads/2013/03/MBTI-_Step_2- 265x300.jpg content/uploads/2012/11/MBTI_win.jpg

Managing reactions Uninformed Optimism Uninformed Pessimism Informed Pessimism Informed Optimism Understanding / Information Tension

Dijk & Freedman, 2007 (Journal of Leadership Studies) Emotional Literacy Pattern Recognition Consequential Thinking Emotion Navigation Intrinsic Motivation Exercised Optimism Empathy Noble Goals

2H04 Session III September 29, 2014

Lecture Assignments Session 1: Pre-test, collected (1%) Session 2: Teamwork methods, collected Session 3: Feedback practice, and online peer-assessment introduced (4% for completion of mid-term and end-term submissions)online peer-assessment introduced (4% for completion of mid-term and end-term submissions) Session 4: Discussion through inquiry structure & problem- solving method, applied to engineering ethics case study exercise Session 5: Ethics case study & inquiry design (in-class test, 8%) Session 6: Ethics essay question (7%)

Feedback Know the purpose Strengths & weaknesses: Use all the models you know, to identify styles, roles, functions, effects, qualities of person Deliver: Explore being an ‘authentic speaker’

Open with my audience Connect with audience Passionate about topic Listen to audience

Case Scenarios Confronting an under-performing member / EI Negotiate between two views Dominance and misbehavior (overriding the group, picking on a particular member) Managing exam times, the whole team is behind schedule

Confrontation Steps 1. Validate: core concern of the other (empathy) 2. Articulate my concern 3. What am I willing to bring to the table? 4. What I need from you. 5. Compromise, accommodate, re-design solution, etc. CLOSE!

Thank you!