Groups and Teams
Ground Rules Pay attention to your intentions What do I want from this conversation? Am I willing to be influenced? Balance advocacy with inquiry What led you to that view? What do you mean by that view? Build shared meaning When the term is used, what are we really saying? Use self-awareness as a resource What am I thinking? What am I feeling? What do I want at this moment? Explore impasses On what do we agree? On what do we disagree? 2
Issue Bin A quality tool that opens up the channels of communication in a positive way. Put your comment or question on a sticky note and post it in the BIN. Use the BIN when: You don t want to interrupt the speaker You don t want to change the pace of the conversation You don t want to stop your own thinking on the topic You aren t comfortable bringing up a point in the large group The question isn t answerable at the time Make sure the group has a process for dealing with hot issues, suggestions, and unanswered questions. 3
Group Concepts Workgroup A number of individuals who are together for a limited time because of common interests in completing a task or work product. Team A group of individuals who work together, have the same work objectives and whose work is mutually dependent and ongoing. The team members are joined in a coordinated effort to reduce waste, poor quality, delays, rework, and low productivity in a process for which they are responsible. 4
Key Needs of Teams Constructive conflict resolution Common Goals Leadership Respect for differences Mutual trust What Teams Need Interaction and involvement of all members Maintenance of individual self-esteem Attention to process and content Power within group to make decisions Open communication 5
Models of Team Leadership Traditional Leader-Centered Shared Leadership Self-Managing with Coach 6
Orientation The One Minute Manager Builds High Performing Teams, Blanchard, Carew and Parisi-Carew Characteristics: Moderate eagerness High, often unrealistic expectations Anxiety about roles, acceptance, trust in others, demands on them Tentative, polite conforming behavior Lack of clarity about purpose, norms roles goals, structure how they will work together Dependent on authority for direction and support Some testing of boundaries Needs: Common understanding of the team s purpose Agreement on values and norms for working together Agreement on decision making authority and accountability Agreement on structure and boundaries how work will get done and by whom, timelines, tasks and required skills Information about available resources Knowledge about each other to utilize diverse talents and build personal connections Issues: Personal well-being Acceptance Trust 7
Dissatisfaction The One Minute Manager Builds High Performing Teams, Blanchard, Carew and Parisi-Carew Characteristics: Discrepancy between expectations and reality Confusion and frustration around roles and goals Dissatisfaction with dependence on authority Expression of dissatisfaction Formulations of coalitions Feelings of incompetence, confusion, low confidence Competition for power, authority and attention Low trust Some task accomplishment Needs: Clarification of big picture Redefinition of purpose, roles, goals and structure Recommitment to values and norms Development of team and task skills Development of communication processes including active listening, the exchange of nonjudgmental feedback, conflict management and problem solving Valuing of differences Access to information and resources Encouragement and reassurance Recognition of accomplishments Open and honest discussion of issues including emotional blocks, coalitions and personality conflicts Mutual accountability and responsibility Issues: Power Control Conflict 8
Integration The One Minute Manager Builds High Performing Teams, Blanchard, Carew and Parisi-Carew Characteristics: Increased clarity and commitment on roles, goals, tasks and structure Increased commitment to norms and values Increased task accomplishment - moderate to high Growing trust, cohesion, harmony and mutual respect Willingness to share responsibility, leadership and control Understanding and valuing of differences Use of team language - "we" rather than "me" Tendency to avoid conflict Needs: Integration of team and individual roles and goals, norms and structure Continued skill development Encouragement to share different perspectives and to disagree in order to further develop problem-solving skills Continued building of trust and positive relationships Shared responsibility for leadership and team functioning A focus on increased productivity Evaluation of and learning from each experience Recognition and celebration of success Issues: Sharing of control Avoidance of conflict 9
Production The One Minute Manager Builds High Performing Teams, Blanchard, Carew and Parisi-Carew Characteristics: Clear purpose, values, roles and goals Empowering team practices that free team energy and lead to continuous improvement Relationships and communication built on trust, mutual respect and openness Flexibility and shared leadership that allow the team to respond to new challenges Optimal productivity and high standards Recognition and appreciation for individual and team accomplishments High morale Needs: Continued focus on productivity New challenges Recognition and celebration of team accomplishments Individual acknowledgment Decision-making autonomy within boundaries Issues: New challenges Continued growth and learning 10
Stages of Group Development Based on Tuckman Forming Major Issues: Belonging & Trust Member Behavior: Politeness; formality; avoidance of conflict; search for similarities with other members; awareness; silence; humor; dependence on leaders; keeping up the public image Leader s Role: Display warmth; create friendly atmosphere; support activities that emphasize similarities; establish rules and roles; clarify goals, purpose; use activities involving everyone to begin bonding and developing trust Storming Major Issues: Power & Authority Member Behavior: Resistance to group leaders and to task; discovery of differences between group members; interpersonal conflict; competition; defensiveness; anger; confusion; negativity; loss of group purpose; questioning of commitment to participation Leader s Role: Don t Panic--group honesty evolving. Empower group members; validate differences; help group recognize and work through conflict; help members express themselves freely; provide perspective; help structure decision-making; manage stress. Performing Major Issues: Productivity, Problemsolving & Intimacy Member Behavior: Roles are flexible and functional; effective solutions emerge; conflicts are dealt with directly and nondefensively; there is a strong sense of group purpose and affirmation of individuals; constructive self-change; sense of interdependence Leader s Role: Back off to let group perform; reflect learnings and successes; be supportive; challenge group Norming Major Issues: Group Identity, Norms and Addressing Conflict Constructively Member Behavior: Frustration with group members changes to acceptance; resistance is overcome; solutions are attempted; cohesiveness, new standards and roles develop; people express more personal opinions; group unity builds Leader s Role: Support attempts at solutions; help clarify norms; identify progress Transforming Major Issues: Letting Go, Fear of Leaving & Closure Member Behavior: Grieving, nostalgia; loss of intimacy; withdrawal; loss of energy; anxiety about what s next; how to apply learnings Leader s Role: Affirm, focus on positive growth; validate experience; use ceremonies to bring closure; discuss transfer of learnings, action plans; re-entry 11
Five Dysfunctions of a Team Patrick Lencioni Inattention To RESULTS Status and Ego Low Standards Avoidance of Accountability Lack of Commitment Ambiguity Fear of Conflict Artificial Harmony Absence of Trust Invulnerability 12
Elements for Building Trust and Maintaining Trust INTEGRITY I say what I mean. CONSISTENCY I do what I say. RELIABILITY You can count on what I say and do. INTERDEPENDENCE We are in this together. Enemies Of Trust GEOGRAPHY Meet face to face as often as possible. HISTORY Build a shared vision. ISOLATION Communicate, communicate, communicate! 13
Overcoming Dysfunction #1 Absence of Trust Share Personal Histories Team Effectiveness strengths and weaknesses of each member Personality and Behavioral Preferences Profiles 360-Degree Feedback Experiential Team Exercises From: Five Dysfunctions of a Team, Patrick Lencioni 14
Overcoming Dysfunction #2 Fear of Conflict Mining looking for sensitive issues being avoided Real Time Permission Letting people know that the conflict is OK Conflict Mode Questionnaires From: Five Dysfunctions of a Team, Patrick Lencioni 15
Overcoming Dysfunction #3 Lack of Commitment Cascading Messages at the end of a Meeting often shows where disagreements lie Deadlines honoring them with discipline and rigidity Contingency and Worst Case Scenario Planning Low Risk Exposure Therapy! practice making decisions more quickly than comfortably From: Five Dysfunctions of a Team, Patrick Lencioni 16
Overcoming Dysfunction #4 Avoidance of Accountability Publication of Goals and Standards Simple and Regular Progress Reviews Team Rewards From: Five Dysfunctions of a Team, Patrick Lencioni 17
Overcoming Dysfunction #5 Inattention to Results Public declaration of Results Results Based Rewards From: Five Dysfunctions of a Team, Patrick Lencioni 18
Monday Morning Plan 1. 2. 3. 4. 19