1. The Dynamics of Teams: Understanding Team Member Roles Suzanne Bombard University of Virginia Library

2. 2 Workshop Overview In this workshop, we will learn about Defining working groups and teams. Identifying the characteristics of effective teams. Identifying the stages of group development. Identifying team player styles Giving feedback in groups. Writing team mission statements.

3. 3 What is a Working Group? A working group is a collection of individuals that relies on the sum of individual bests for its performance. Members interact primarily to share information, best practices, or perspectives, and to make decisions to help each individual perform within his or her area of responsibility. There is no significant incremental performance need or opportunity that would require it to become a team.

4. 4 The Working Group In a working group, you will find A strong, focused leader. Individual accountability. Individual work products. Efficient meetings. Discussion, decision-making, and delegating. Individual contribution. In a working group, 2 + 2 = 4

5. 5 What is a Team? A team is an energetic group of people committed to achieving common objectives: Able to both disagree and work well together Enjoy working together Produce high-quality results A team is, also, a small number of people with complementary skills: Committed to a common purpose and to common performance goals (as well as a common approach) Mutually accountable

6. 6 More About Teams A team is driven by performance and risk-taking. Everyone learns together. If no risks are taken, the “team” is, at best, a pseudo-team. “Ultimately, the strength and degree of a team’s development will be measured in two ways: first, in its ability to get things done—its effectiveness— and second, in terms of its cohesiveness—the sense of belonging that individual members have and the degree of their commitment to one another and the goals of the team.” [Mark Alexander, Air Canada]

7. 7 What makes a team different from a working group? In a team you will find Shared leadership roles. Individual as well as mutual accountability. Collective work products. Members encouraged to participate in open- ended discussions and active problem-solving. Members discussing, describing, and doing real work together. Common commitment. In a team, 2 + 2 = 5

8. 8 Stages of Group Development Forming Orientation, testing, and dependency Storming Organizing to get work done; intra-group conflict. Norming Information-flow; group cohesion. Performing Problem-solving; interdependence.

9. 9 Team Player Styles The concept of personal style is based on Jung’s psychological types: two attitudes (introversion and extroversion) and four functions (thinking, feeling, sensation, and intuition). Contributor—task-oriented Collaborator—goal-oriented Communicator—process-oriented Challenger—questioner

10. 10 The Supervisor’s/Leader’s Role When a group is in its formative stages, the supervisor/leader functions as a team leader by Instilling the fundamentals in the group. Building teamwork among team members. Evaluating both the team and its members and making appropriate adjustments. Reinforcing and motivating team members. Being closely involved (“on the sidelines”) in the activities of the team.

11. 11 Building the Team The supervisor/team leader builds his/her team by Identifying the personal strengths, talents, and interests of individual group members. Creating a game plan that includes objectives, an action plan, and due dates. Emphasizing participation and focusing on consensus-building. Recognizing, and discouraging, group-obstructing behaviors.

12. 12 Managing Team Performance The supervisor’s/leader’s role: When performance by team (or group) members is exceptional, find rewards that are valued by each member. Know which techniques work best for them. When performance by team (or group) members is uneven, reward the good work and encourage improvement where necessary—but not at the same time! When team members hit a slump, communicate continuous faith in their performance. Reinforce the fundamentals of doing the job well. Show them that you believe in them.

13. 13 Managing Team Performance The supervisor’s/leader’s role: When team members try but still fail (and they don’t know why), be their mentor. Give advice in the manner that allows it to be heard: get their permission to give them advice and then use “I” statements. When team members try but still fail (and you don’t know why), assess each member, as well as their performance, and look for gaps between the performance required and the performance delivered. When team members don’t try or purposely try to fail, look for signs of burnout or hostility.

14. 14 The Importance of Feedback In a well-functioning group, there should be continuous feedback. Constructive feedback is essential to evaluating a group’s performance. It should be directed toward group behavior and never toward individuals. Kinds of Feedback: About group composition. About the group’s goals. About the group’s activities.

15. 15 Guidelines for Feedback in Groups Immediate feedback is most beneficial. Feedback represents opinion and should not, therefore, be taken as absolute fact. Feedback should be directed toward a behavior, rather than an individual. Feedback should not be given in a negative or derogatory manner. Feedback can be accepted or rejected. Feedback should be directed toward something which can be changed. Feedback should not be forced on other individuals. Source: Working Effectively with Task-Oriented Groups [Don F. Seaman, 1981]

16. 16 Writing a Team Mission Statement A mission statement is the purpose or reason for being provides a sense of orientation defines the focus and redirects and shapes events helps people achieve success because it answers the key questions: “Who are we?” “What makes us unique?” “Who are our customers?” “What do we want to do?” “Where will we do it?” “How will we do it?”