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Positive Team Psychology: Developing Cohesive, Trusting Teams
Iain McCormick PhD Executive Coaching Centre Ltd Auckland
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Positive psychology Humans have the potential for ‘good’ and want to pursue a ‘good life’ (Linley & Joseph, 2006) Growth mindset, (Carol Dweck, 2007) Solutions focused, (David Cooperrider, 2005) Strengths based (Tom Rath, 2007)
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Positive Teams Stand up and find someone you do not know
Talk about the best team you have ever been in for 5 minutes each Why was the team so good? Identify your top two characteristics
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Seamless relationships Open and clear communication
Accountability Fun POSITIVE ATMOSPHERE Mutual trust Clear Goals Seamless relationships Teamwork Open and clear communication Defined roles and responsibilities Effective decision making Commitment to action Managed conflict Reflection and learning Listening Diversity Shared leadership
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Positive Team Psychology
A strengths-based approach used to build the optimal functioning in a team on a broad range of human functioning - trust, purpose generation, goal setting, conflict management, accountability, cohesiveness and so on. (Apologies to Linley & Joseph, 2004)
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What is a High Performance Team?
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High Performance Team A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable The Wisdom Of Teams, Katzenbach and Douglas, Harvard Business School Press, 1993. Why bother?
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The wisdom of teams: Jon R Katzenbach and Douglas K. Smith 1993
Team Performance The wisdom of teams: Jon R Katzenbach and Douglas K. Smith 1993
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Leading Teams: Setting the Stage for Great Performances by J Richard Hackman, HBR Press, 2002
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Programme Eight one-day team development sessions over two years (once every three months) Eight one-hour executive coaching sessions over two years (once every three months) with an ‘open confidentially agreement’
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Positive team psychology using Seligman’s PERMA
Positive emotion (P) Appreciation sessions, optimism, kindness, gratitude Engagement, interest (E) Character strengths, directly address pressing team issues Positive relationships (R) Build understanding, trust and feedback, appreciative inquiry Meaning, purpose (M) Goals and values sessions Accomplishment (A) Demonstrate via the High Performance Team Inventory, review and feedback Martin Seligman, Flourish: A Visionary New Understanding of Happiness and Well-being (Free Press 2011)
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Focus for year one Nature of high performance teams, trust, roles, appreciation Character strengths, goals and values, HPT Inventory findings, decision making, team charter Optimism, feedback skills, change management, Appreciative inquiry, facilitation skills
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Focus for year two Personal productivity, effective conflict, gratitude, hot topics Death by Meeting, engagement leadership and EQ, hot topics Adaptive leadership, holding others accountable, maintaining team behaviours, hot topics ACT to deal with pressure, mindfulness, maintaining team behaviours, hot topics
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Examples
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Trust Find someone you do not know Discuss ‘What is Trust?’
Discuss a high trust team you have been in? What made it a high trust team? Talk together for 5 minutes
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Results
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Your Teams Work in pairs to discuss some of the teams that you belong to. How do they rate (Excellent, Good, Average, Poor, Terrible) in terms of: Agreed purpose Defined roles Mutual trust Open communications Diversity Reflection and learning
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Positive Team Psychology: Developing Cohesive, Trusting Teams
Iain McCormick PhD Executive Coaching Centre Ltd Auckland
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