Developing & Working with Teams November 14, 2007 LEARNERS = LEADERS

Where do I stand? Select the statement that best represents what your team needs to consider. “Take a stand” next to your selected statement. Share with colleagues who join you why you are there.

The whole is never the sum of the parts – it is greater or lesser, depending on how well the individuals work together. Chuck Noll

Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it’s the only thing that ever has. Margaret Mead

Little happens in a relationship until the individuals learn to trust each other. David W. Johnson

Effective teams pay more attention to doing the right thing than doing things right. Warren Bennis & Burt Nanus

Collaboration should be thought of as a goals- directed process, where people are willing to work outside their well-defined roles and have no problem sharing the spotlight with others. Glenn Parker

When a group of people is learning and creating, their capacity for developing close relationships increases. Rodney LaBrecque

We find comfort from those who agree with us, growth from those who do not. Anonymous

PURPOSE To provide experiences, tools, strategies, and resources that will enhance participants’ effectiveness as facilitators of adult learning

Desired Outcomes Shared understanding of the differences between groups and teams Strategies for building and strengthening teams Insights into next steps... mine and my team’s

Today’s Agenda Join Up Building & Strengthening Teams  Are we a group or a team?  What gets in the way of teamwork?  How do we overcome the barriers? Success Begins With Me Wrap-Up

NORMS FOR OUR LEARNING Share experiences to enrich others. Ask questions. Pay attention to your “Feathers”. Learn by doing – apply to your own work. Respect the 100 Mile Rule.

LEARNING BUDDIES Eye Color Shoe Type Handedness Height

Reflection Am I a member of a group or a team? How do I know?

The task at hand…

G E M C T A W H K Q F X U B Y O R L D V I Z P J S

What do you remember?

G E M C T A W H K Q F X U B Y O R L D V I Z P J S

Get ready…

B M R G W C K Q E U S L X H O V T F N Y A P Z D I

GO TEAMS!

B M R G W C K Q E U S L X H O V T F N Y A P Z D I

Mirror, Mirror on the wall … Group... Or Team? Stage of Team Development Keys to Effective Teams

Keys to Effective TEAMs Collaboration is embedded in routine practices. Time for collaboration is built in work day and work calendar. Teams focus on key questions. Products are made explicit. Team norms guide collaboration. Teams pursue specific and measurable performance goals. Teams have access to relevant information.

Share your reflections. Group or TEAM? How do you know? With your Eye Color Buddy …

Little happens in a relationship until the individuals learn to trust each other. David W. Johnson

The Five Dysfunctions of a Team Absence of TRUST Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY Inattention To RESULTS The Five Dysfunctions of a Team by Patrick Lencioni

WHAT COMES UP?  Individually read the descriptions of The 5 Dysfunctions of a Team.  Follow the “What comes up?” protocol.

Members of trusting teams … Admit weaknesses and mistakes Ask for help Accept questions and input about their areas of responsibility Give one another the benefit of the doubt before arriving at a negative conclusion Take risks in offering feedback and assistance Appreciate and tap into one another’s skills and experiences Focus time and energy on important issues, not politics Offer and accept apologies without hesitation Look forward to meetings and other opportunities to work as a team

Overcoming an Absence of Trust Requirements: Shared experiences over time Multiple instances of follow-through and credibility In-depth understanding of the unique attributes of team members Absence of Trust

Overcoming an Absence of Trust Suggestions: Create structured opportunities for team members to share personal histories Collaboratively assess and discuss team effectiveness Use protocols to identify and build understanding of team members’ behavioral preferences and personality styles Absence of Trust

Overcoming an Absence of Trust Suggestions (cont.): Embed teambuilding activities into all work meetings Leaders ~ Demonstrate vulnerability first  Risk “losing face” in front of the team  Create an environment that does not punish vulnerability  Be genuine! Absence of Trust

THE COMPASS 1. Go to the “direction” of your choice. Remember, no one is only one direction. Choose the one that describes your predominant style. 2. With your group, discuss and record answers to each of the 4 questions on your chart. 3. Be ready to share your responses.

TEAM BUILDERS Unrelated Related Personally Risky Personally Safe

Factors for Determining Type of Team Builder How well do group members know each other? Have they had opportunities to work together before? How comfortable are they with each other? Are some members of the group new to the group? How sensitive or significant is the group’s work? How long will the group work together?

NORMS The standards of behaviors by which we agree to operate while we are in this group.  Steps to Establish  Examples

With your Shoe Type Buddy... Consider the suggestions for overcoming the 5 dysfunctions of a team. Which strategies are most needed by your team? What might your next step(s) be?

Example isn’t the best way to influence others – it’s the only way. Albert Schweitzer

SUCCESS BEGINS WITH ME.

Group Member Capabilities A capability names what a person is able to do. Capabilities are the metacognitive awarenesses with which people determine when to use, how to use, or not to use certain skills.

Group Member Capabilities 1. To know one’s intentions and choose congruent behaviors. 2. To set aside unproductive patterns of listening, responding, and inquiring.

Listening Set-Asides  Autobiographical ~ “Me, too!”  Inquisitive ~ “Tell me more!”  Solution ~ “I know what to do!”

Group Member Capabilities 1. To know one’s intentions and choose congruent behaviors. 2. To set aside unproductive patterns of listening, responding, and inquiring. 3. To know when to self-assert and when to integrate. 4. To know and support the group’s purposes, topics, processes, and development.

Actualizing Capabilities Record your reflections individually. With your Height Buddy, share your strengths and next steps.

. An organization’s results are determined through webs of human commitments born in webs of human conversations.