Transcript ICEBREAKER - Damian Gordon's Homepage

What is a TEAM?
What is a Team?
Teams differ from groups because they include
the following basic elements of cooperative
learning:
Goals are shared
Information is circulated
Roles are assigned
Materials are managed
Teammates depend on each other to complete tasks
successfully
Students gain respect for each other’s contributions to the
team
Why are Teams
important?
Expectations in the Workplace:
How have things Changed?
Organizational Effectiveness
Problem Solving
Interpersonal Skills
Computation
Creative Thinking
Oral Communication
Career Development/Motivation
Reading
Teamwork
Writing
Listening
Leadership
Bruce Tuckman
Tuckman's stages of
Team Development
Forming
• When team members first come
together as a team
Storming
• Team discover teamwork is more
difficult than they expected
Norming
• Team moves beyond the storming
stage and begins to function as a team
Performing
• Team is now functioning as a high
performance team.
Stage 1: FORMING
• Team Building
– Define team
– Determine
individual roles
– Develop trust
and
communication
– Develop norms
• Task
– Define problem
and strategy
– Identify
information
needed
Forming
Forming
The
Dimensions of Style
(Jungian Model)
Introversion/Extraversion—
What energizes you?
Sensing/Intuiting—
What is the focus of
your attention?
Thinking/Feeling—
How do you make
decisions?
Judging/Perceiving—
How do you structure
your behavior?
Team Charter
•
•
•
An agreement between the team and its sponsor
A communication tool between the project and the organization
A high-level guide for the project
Forming
Components of a Team Charter
Objectives:
Scope:
Forming
Goals of the team.
Fundamental aspects of the project that will not change:
objectives, limits, initial assumptions, timeframes.
Roles/Responsibilities: Duties & assignments for each member of the team.
Key Activities:
Defined by the workplan to foster accomplishment of the
project.
Key Deliverables:
Tangible outcomes of the project, usually in the form of
documents.
These should be tied directly to Key Activities.
Timeline/Schedule:
Target dates for completion of the project and its various phase,
activities, etc.
Milestones:
Dates of key accomplishments of the team.
Critical Success
Factors:
Any factors that must occur to ensure success of the project.
Metrics:
Information looked at regularly and systematically to monitor,
control, and improve our work.
Risks:
Anything that prevents the team from completing the key
activities.
Boundaries:
Factors that limit the scope of work (e.g. timeframes).
Forming
Team Charter Validation
Objective Scope Roles & Responsibilities Key Activities Key Deliverables Timeline/Schedulebasis?
MilestonesCritical Success Factors Metrics Risks Boundaries Sponsor -
Does it accurately described the project?
Is the project well defined?
Have they been determined for all team
members?
Will they allow team to meet its objectives?
Are they tangible, and do they demonstrate
results?
Is the schedule sufficient to finish the project on a timely
Do they support accomplishment of the project?
Do they ensure team’s success?
Do they accurately measure results, and
support critical success factors?
Are they full documented, and do they
significantly impede success?
What elements are in, and out, of the project?
Is the sponsor at a high enough level in the
organization to clear barriers, provide
resources, etc?
Stage 2: STORMING
Storming
During the Storming stage team
members:
– realize that the task is more difficult than
they imagined;
– have fluctuations in attitude about
chances of success;
– may be resistant to the task; and,
– have poor collaboration.
Storming Diagnosis
Storming
• Do we have common goals and
objectives?
• Do we agree on roles and responsibilities?
• Do our task, communication, and decision
systems work?
• Do we have adequate interpersonal skills?
Negotiating Conflict
• Separate problem issues from people
issues.
• Be soft on people, hard on problem.
• Look for underlying needs, goals of each
party rather than specific solutions.
Storming
Addressing the Problem
Storming
• State your views in clear non-judgmental
language.
• Clarify the core issues.
• Listen carefully to each person’s point of
view.
• Check understanding by restating the core
issues.
Avoid Team “Toxicity”
Storming
• A frenzied work atmosphere in which team members waste energy
and lose focus on the objectives of the work to be performed.
• High frustration caused by personal, business, or technological
factors that cause friction among team members.
• “Fragmented or poorly coordinated procedures” or a poorly defined
or improperly chosen process model that becomes a roadblock to
accomplishment.
• Unclear definition of roles resulting in a lack of accountability and
resultant finger-pointing.
• “Continuous and repeated exposure to failure” that leads to a loss of
confidence and a lowering of morale.
To Communicate Well . . .
• Listen well
• Observe carefully
• Give feedback constructively
Storming
Communication Behaviors
to Observe
• Who participates
• Who doesn’t
• How do people take
turns?
• Who talks to whom?
• Who responds to
whom?
• How are interruptions
handled?
Storming
• Is silence O.K.?
• Is anyone dominating
the conversation?
• How are decisions
made?
– By consensus?
– By voting?
– By one person?
Storming
And be sure to
observe your own
feelings, reactions,
and behaviors
Four Principles of
Communication
Storming
• All communication takes place on the
content and relationship level
• We cannot not communicate
• Often the problem with communication is
the assumption of it
• Metacommunication is very useful
Common Problems in Teams
Hogging
• Talking too much
Flogging
• Beating a dead horse
Frogging
• Jumping from topic to topic
Bogging
• Getting stuck on an issue
Storming
Common Problems in Teams
• And one more…
Dead
buffaloes
• Tiptoeing around a
contentious issue
Storming
Stage 3: Norming
Norming
• During this stage members accept:
– their team;
– team rules and procedures;
– their roles in the team; and,
– the individuality of fellow members.
• Team members realize that they are not
going to crash-and-burn and start helping
each other.
Behaviors
• Competitive relationships become more
cooperative.
• There is a willingness to confront issues
and solve problems.
• Teams develop the ability to express
criticism constructively.
• There is a sense of team spirit.
Norming
Giving Constructive Feedback
• Be descriptive.
• Don't use labels.
• Don’t exaggerate.
• Don’t be judgmental.
• Speak for yourself.
Norming
Giving Constructive Feedback
Norming
• Use “I” messages.
• Restrict your feedback to things you know
for certain.
• Help people hear and accept your
compliments when giving positive
feedback.
Receiving Feedback
•
•
•
•
•
Listen carefully.
Ask questions for clarity.
Acknowledge the feedback.
Acknowledge the valid points.
Take time to sort out what you heard.
Norming
Stage 4: PERFORMING
Performing
Team members have:
– gained insight into personal and team
processes;
– a better understanding of each other’s
strengths and weaknesses;
– gained the ability to prevent or work
through group conflict and resolve
differences; and,
– developed a close attachment to the
team.
Recipe for Successful Team
• Commitment to shared goals and
objectives
• Clearly define roles and
responsibilities
– Use best skills of each
– Allows each to develop in all areas
Performing
Recipe for Successful Team
Performing
• Effective systems and processes
– Clear communication
– Beneficial team behaviors; well-defined
decision procedures and ground rules
– Balanced participation
– Awareness of the group process
– Good personal relationships