SESSION 8. SKILLS AND PRACTICE

TEAM MANAGEMENT techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal Ken Blanchard Why is team important?

TEAM MANAGEMENT Delegation Team charter Task allocation Team motivation Team development Working with the team Communication (internal, external) Managing discipline (feedback, cohesiveness, individual interests)

GUESS WHO THEY ARE? What do they have in common? GUSTAVE LE BON SIGMUND FREUD EDWARD BERNAYS JACOB l. MORENO KURT LEWIN WILLIAM SCHUTZ WILFRED BION BRUCE TUCKMAN M. SCOTT PECK RICHARD HACKMAN

GROUP DYNAMICS Interdisciplinary: psychology, sociology, anthropology, political science, epidemiology, education, social work, business, and communication studies A group is to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results

GROUP DYNAMICS Team Development Model Bruce Tuckman Four stage model: Forming Storming Norming Performing

MOTIVATION COMMUNICATION ensure flow of communication get the right information to the right person at the right time and in a cost-effective manner Effective communication: ● An exchange of information ● An act or instance of transmitting information ● A verbal or written message ● A technique for expressing ideas effectively ● A process by which meanings are exchanged between individuals through a common system of symbols

COMMUNICATION Communication environment as a network of channels – most of them two-way channels upward –downward lateral peers, cutomers; friends, social groups, organizations a breakdown in communications occurs disaster follows

Kerzner

COMMUNICATION NOISE coding decoding

COMMUNICATION NOISE: Perception barriers Personality, (self-)interests, likes, dislikes Attitudes, emotions, prejudices, needs Assumptions Relations Selective listening Position, status Preconceived ideas Previous knowledge

COMMUNICATION breakdown Internal factors: ● Power games ● Withholding information ● Management by memo ● Reactive emotional behaviour ● Mixed messages ● Indirect communications ● Stereotyping ● Transmitting partial information ● Blocking or selective perception External factors: ● The business environment ● The political environment ● The economic climate ● Regulatory agencies ● The technical state-of- the-art

COMMUNICATION Verbal - Non-verbal Formal - Informal Typical business communication skills: Meeting Negotiation Presentation Persuasion PR Marketing reporting

COMMUNICATION STYLES: ● Authoritarian: gives expectations and specific guidance ● Promotional: cultivates team spirit ● Facilitating: gives guidance as required, noninterfering

Behaviourist and Cognitive Approaches Behaviourist Studies only observable behaviour Problem solving occurs by trial and error Cognitive Studies also mental process Problem solving also involves insight and understanding

PERCEPTION We do not perceive objective reality, but we believe that whatever we see is real. Our perceptions are our personal reality, and they influence our behaviour. Wendy Bloisi (2003).

PERCPETUAL DISTORTIONS Sources of perceptual errors: oSelective perception oStereotyping oHalo Effect oProjection

HEURISTICS a way of ​ solving ​ problems by ​ discovering things yourself and ​ learning from ​ your own ​ experiences (OED) A heuristic is a mental shortcut that allows people to solve problems and make judgments quickly and efficiently. These rule-of-thumb strategies shorten decision- making time and allow people to function without constantly stopping to think about their next course of action. Heuristics are helpful in many situations, but they can also lead to biases. (PSYCHOLGY)

HEURISTICS Heuristics play important roles in both problem-solving and decision-making. While heuristics can speed up our problem and decision-making process, they can introduce errors. Just because something has worked in the past does not mean that it will work again, and relying on an existing heuristic can make it difficult to see alternative solutions or come up with new ideas. And it can be biased...

HEURISTICS the availability heuristic (immediate examples that come to mind) the representativeness heuristic (estimate the (frequency of) likelihood of an event by comparing it to an existing prototype that already exists in our minds) Amos Tversky and Daniel Kahneman Prospect Theory Also known as: loss-aversion theory perceived gains rather than perceived losses

INTUITION “Intuition is the opposite of rationality. IT IS NOT. Intuition is unconscious intelligence based on personal experience and smart rules of thumb. You need both intuition and reasoning to be rational.” Using gut feeling Never ask why? Ask how much they could know about the case

DECISION MAKING is a mental, cognitive process. This process results in a final choice. Rational – irrational Bounded rationality – Herbert Simon

DECISION MAKING "I define [intelligence] as your skill in achieving whatever it is you want to attain in your life within your sociocultural context by capitalizing on your strengths and compensating for, or correcting, your weaknesses” STERNBERG’s Triarchic Theory of Human Intelligence Analytical (componential) Creative (experiential) Practical (contextual)

DECISION MAKING Stages: Orientation stage Conflict stage Emergence stage Reinforcement stage Steps: 1.Outline your goal and outcome 2.Gather data 3.Brainstorm to develop alternatives 4.List of pros and cons 5.Make the decision 6.Take action 7.Evaluate, draw conclusion, learn from it McMahon

DECISION MAKING Vroom-Yetton-Jago Decision Model – group decision making

DECISION MAKING Problem solving Steps Defining the problem Understanding the problem environment Generating alternative solutions Analyzing risks, hidden assumptions, and unexpected impacts Selecting the best solution

PROBLEM SOLVING Tools: 1.5 whys, cause and effect analysis, CATWOE, 2.SWOT analysis, Porter five forces, PESTEL 3.Brainstorming, reverse brainstorming, Delphi, NGT 4.FMEA, risk analysis 5.Cash flow analysis, project evaluation, APPRECIATIVE INQUIRY

PROBLEM SOLVING "Dr. Watson, Mr. Sherlock Holmes," said Stamford, introducing us. "How are you?" he said cordially, gripping my hand with a strength for which I should hardly have given him credit. "You have been in Afghanistan, I perceive." "How on earth did you know that?" I asked in astonishment. "Never mind," said he, chuckling to himself.

PROBLEM SOLVING ‘THE HOLMES METHOD’ OBSERVATION – searching for clues 1.IDENTIFYING SIGN 2.THE PRINT, THE TRACE 3.INDIRECT TRACE 4.WRITTEN DOCUMENT 5.OBJECTS

PROBLEM SOLVING DEDUCTION EXAMINATION OF CLUES PRELIMINARY KNOWLEDGE – COMPARISON – REASONING BACKWARDS

QUOTES Insanity: doing the same thing over and over again and expecting different results. No problem can be solved from the same level of consciousness that created it. Albert Einstein If you only have a hammer, you tend to see every problem as a nail. Abraham Maslow If you can't solve a problem, then there is an easier problem you can solve: find it. Pólya György

QUOTES “The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem.” Theodore I. Rubin ”Life is a crisis – so what!” Malcolm Bradbury