1. Foundations of Team Leadership
Fostering Team Synergy

2. TEAM SYNERGY
Tasks
People *
Results
Goals

3. 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 *

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

5. 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.

6. 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.)

7. 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

8. 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

9. 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

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

11. 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

12. 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

13. 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

14. 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

15. 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?

16. 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

17. 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

18. PEOPLE MANAGEMENT
Goals

19. 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

20. 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

21. 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

22. 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

23. 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

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

25. 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

26. 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

27. Team Leadership *
When to Use Collaborative Decision-making?

28. 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

29. 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

30. Team Leadership *
What Are the Requirements for Team Synergy?

31. 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

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

33. 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)  

34. TEAM SYNERGY
Tasks
People *
Results
Goals

35. 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

36. 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

37. 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

38. 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

39. 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

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