1. Team Dynamics Dr. Cook February, 2016

2. Team Status Forming Storming Norming Performing

3. Gantt Chart List of all tasks Dates and expected elapsed times Responsibilities Dependencies

4. A. Functional Team Structure

5. Team Leaders Set vision for the project Negotiate rather than “bark instructions” Obtain team commitment to accomplish goal Four keys to effective leadership: 2-way communication to allow information to flow easily Strong commitment to the interests of the team members Predictable behavior, honoring promises and commitments Respect and recognition for contributions of team members

6. Timeless Truths Not possible to be objective Unreasonable to expect someone else to do something you aren’t willing to do yourself Power has limits No one likes to be talked down to We are trained to be good with technical problems, but generally receive no training on dealing with people People always have a reason for their behavior Feelings are facts, people make decisions on how they feel

7. Team member behaviors Energy and excitement are needed Productive contributions count Build Trust, Avoid Jealousy Leaders emerge Avoid union mentality Waiting to be told what to do Avoid slacking off, “not my job” No “I” in Team – celebrate wins together

8. 360 o Evaluation

9. http://upload.wikimedia.org/wikipedia/commons/1/1f/MyersB riggsTypes.png

10. Behavior Screen B B B B B B B

11. Productive Behavior Even emotions High Performance No conflict Busy and Happy B B B

12. Unacceptable Behavior Low output Unhappy Complaining Depressed B B B

13. Signaling Behavior Irate Many conflicts Unfocused Overcommitted B B B

14. Problem Ownership Other owns a problem I own a problem B B B B B B B Active Listening Conflict Resolution

15. Active Listening Conversation will often be initiated by those who feel overwhelmed Assist others in finding their own solutions Re-directing effort Providing a sounding-board for solution evaluation Empower others to find solutions and manage their time

16. I messaging/Conflict resolution Initial observation is that there is a lack of motivation May be due to lack of training or experience Goal is to find solutions, offer help and provide timely advice Do not attack and put the other person on the defensive State the problem specifically: “When I observe that our work slows down because of our conversations about sports, I feel anxious.”