Differing Faces of Teamwork

Transcription

1

2 Logistics

3 Differing Faces of Teamwork Beneficial Tension Sharing Learning

4 Strengthen Your Team Critical Success Factors Feedback on Current Effectiveness Practice Teambuilding Techniques Framework for Developing Action FV-2 Plans

5 Supporting Beliefs Teams have unlimited potential Team Leadership is critical Every team member must be committed Fine-Tuning is a continuous process There is no one right approach FV-3

6 Circle of Influence Circle of Concern Circle Of Influence FV-4

7 Break

8 Module Objectives FV-5 Difference between a group and a team Critical components of a maximum performing team Understand the changing roles of team members and team leader as team develops

9 An Optimum Team FV-6 Leadership Is united in a commitment to accomplish a common goal(s). Values and capitalizes on the unique skills, knowledge, experience and individual differences of each team member. Has a positive view of change and a process to manage it.

10 An Optimum Team FV-6 Relationships Has clearly defined norms and ground rules, which guide the team s behavior. Communicates openly in a supportive, yet candid manner and views conflict as positive and manages it appropriately. Recognizes and rewards team and individual accomplishments.

11 An Optimum Team Methods Uses consistent yet flexible team operating procedures. Recognizes the importance of thoroughly integrating new team members into the team. Regularly monitors and evaluates team performance. FV-6

12 An Effective Team Determine appropriate strategies Build bridges between Team & outside forces FV-7

13 Outside Influences Reward systems Culture/Values External support Policies/Procedures Communication Process Decision Making Meeting Management LEADERSHIP FV-8 Expectations Resource usage Boundaries

14 The Team Must L Clarify expectations Negotiate for resources R Build support & sponsorship Champion team successes FV-9 M Keep channels of communication open Report progress

15 Who Is Responsible? Leader?? Member? Member Member? Member? Member FV-10 Member? Member Member

16 Development is not Linear It is impacted by: New team members Team trauma Change in direction Lack of attention FV-11

17 Lunch

18 FV-13

19 Beliefs About Trust High levels of trust are essential for maximum performance Trust building is dependent on leader and members actions Trust has a reciprocal quality Appropriate balance promotes trust Sharing leadership promotes trust Trust is dynamic FV-14 Leader

20 Leadership

21 CP-V-1 The Focus Process

22 The Focus Process

23 BOUNDARIES Company Goals

24 End of Day 1

25 CP-V-4 Practical people focus their Efforts in their circle of influence. They work on things they can do something about. The nature of their energy is positive, enlarging and magnifying, causing their circle of influence to increase.

26 Goals Specific Measurable Attainable yet challenging Agreed to by the team Documented CP-V-6 Reviewed and updated regularly

27 Goal Formula Action Verb Specific Area Measurement Completion Date Do What Quantity Quality Time CP-V-7

28 CP-V-10

29 Commitment vs. Compliance Total Commitment (Energized) Wants it! Will make it happen! Creates whatever laws or structure are needed to ensure success. Guarded Commitment Sees the benefits. Does everything expected and more within the law Formal Compliance Sees the benefits of the team s direction. Does no more than expected. Grudging Compliance Does not see the benefits of the team s direction. Does what s expected because he/she has to. Complain often. Mindless Compliance Neither for nor against the direction. No Interest or energy. Commitment Compliance CP-V-13

30 Break

31 Phase I Phase II Phase III Leader Role Inform team of org. expectation. Guide team in establishing vision, goals, etc. Guide team in establishing action plans Sharpen team focus & broaden Mission/Vision Member Role Participate in shaping vision, goals. Contribute to development of goals and action plans. Expand role. Share responsibility for sharpening focus CP-V-14

32 TC-V-2 Team Capabilities

33 Leverage Differences Valuing differences is the essence of synergy the mental, the emotional, the psychological differences between people and the key to valuing those differences is to realize that all people see the world not as it is, but as they are. Stephen Covey TC-V-4

34 Team Development Planning What do we need you as a member to do? What do we all need to do? Team Development Plan TC-V-7 Individual Performance Plan

35 Lunch

36 Reaction to Change PAST Transition FUTURE SHOCK RESISTANCE EXPLORATION COMMITMENT CV-4

37 INTERNAL / SELF RESISTANCE EXPLORATION PAST FUTURE DENIAL COMMITMENT EXTERNAL ENVIRONMENT

38 Capacity for Change LOW 34% 34% HIGH 16% 13.5% LATE MAJORITY EARLY MAJORITY 2.5% INNOVATORS LAGGARDS EARLY ADAPTORS CV-5 Everett Rogers, Communication of Innovation, The Free Press, New York, 1971

39 Relationships

40 Beliefs About Norms Norms are standards of outward behavior which guide how the team works together on a daily basis. They are invisible road signs. TN-V-2

41 Beliefs About Norms Norms may help or hinder They must be constantly reviewed The leader establishes in Phase I Commitment comes from helping to establish them Adherence builds trust Norms are based on values of team TN-V-2

42 Beliefs About Values Values are the internal standards by which we determine behavior and circumstances to be important or unimportant, good or bad, right or wrong. TN-V-3

43 Break

44 TN-V-3 Beliefs About Values Each member s values are unique, based on their life experiences Combined values of the team become the foundation for team norms Team members need to respect individual values and differences Team values need to align with organizational values

45 CC-V-1 -Steven Covey

46 CC-V-2

47 Communication Model Acknowledge Emotion Encourage Acknowledge Ideas Question Inform Direct Criticize

48 End of Day 2

49 Tension & Conflict TENSION: The positive force which produces or stimulates activity in all of us. The activity which is stimulated can be positive, moving us in a healthy direction, or negative moving us in an unhealthy direction. CONFLICT: Any situation where two or more people s needs, wants or concerns appear to be in opposition. This increases tension between and among individuals. CC-V-7

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51 Beliefs About Tension & Conflict It is inevitable and often healthy Is neither good nor bad, can produce both positive and negative results If unmanaged, it tends to escalate Managing it is basically a process of joint problem solving CC-V-9

52 Causes of Conflict Values Based Values Goals and Responsibilities Needs Based Information Procedures Individual differences CC-V-10 Imbalance

53 Responses To Conflict COMMUNICATION MODEL CONFLICT RESOLUTION MODE ACTIVE LISTENING QUESTION INFORM DIRECT CRITICIZE WIN OR LOSE NEGOTIATING PROBLEM SOLVING CC-W-2

54 RR-V-1 R-V-27

55 Break

56 Methods

57 M-V-8

58 3 Common Operating Procedures Information Exchange Problem Solving Meeting Management These three are common among all high performing teams. OP-V-2

59 Information Exchange Effective Teams Must: Establish a process for information exchange Make sure the process is effective Ensure that all team members understand and agree to the process OP-V-3

60 THE TREAM PROBLEM SOLVING PROCESS SHOULD. Be used consistently by the whole team Be flexible yet thorough enough to deal with complex or simple issues Unleash the team s innovative potential Encourage the generation of team solutions Encourage differing points of view Sharpen and improve the decision making process GET RESULTS

61 The Problem.. HOW TO STOP A RUNAWAY STAGECOACH..

62 Method 1

63 Method 2

64 Effective Meetings Are THOUGHTFULLY PLANNED CAREFULLY CONDUCTED SYSTEMATICALLY EVALUATED OP-V-7

65 Lunch

66 NMI-V-6 M-V-20

67 End of Day 3