Transcript Building Teams

Building Teams:
A Five Day
Experiential Learning Event
Dr. Dan R. Ebener
St. Ambrose University
[email protected]
www.servantleadershipmodels.com
WELCOME TO CLASS
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Visit with your
classmates.
Mix around for a while.
Introduce yourself.
Do not yet open your
packet.
Do not go through the
handouts.
Open your packet
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Take out contents
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Name tent
Puzzle piece
Find your team members
– the matching pieces.
Find the missing pieces
at the table.
Place your name tent at
table that matches your
teammates.
Exercise: Why Us?
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Why are we a team?
Meet in your team room.
25 minutes to introduce yourselves and
to discuss:
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Why you think you are a team.
Prepare to report to whole group.
Prepare to introduce another member of
your team.
“We believe in teams.”
Group member introductions
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Introduce another
member of your
group
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Name
Place of Work
Job
Something else about
them
Logistics
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Parking
Building
Cell phones
Recycle bins
Lunch
Service projects
Schedule for the
week
Team Building: Tuckman
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Day One:
Forming
Day Two:
Storming
Day Three:
Norming
Day Four:
Performing
Day Five:
Adjourning
Day One: Forming
•Feelings
•Behaviors
•Tasks
Exercise:
Wisdom of Teams
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Quiz on Katzenbach and Smith
Taken individually in large
room.
Taken as a group in your team
rooms – Consensus decision.
Video tape the group
conversation.
 Instructions on camera
You have 25 minutes.
Back here with both sets of
answers.
Individual and Team Scores over
“The Discipline of Teams”
Mates
Score
Team Score Difference
One
Two
Three
Four
Five
Average
XXXXXXXX
What is a Team?
Definition of a Team
(Katzenbach & Smith)
A team is a small number of people with
complimentary skills who are
committed to a common purpose, set of
performance goals, and approach for
which they hold themselves mutually
accountable.
The Essence of Teams
(Katzenbach & Smith)
Shared commitment to:
 Team purpose and goals.
 Working together.
 Mutual accountability.
 Open-ended discussion
 Active problem-solving.
 Assessing performance.
 Discussing, deciding and
doing real work together.
What is involved in Teamwork?
(Katzenbach & Smith)
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A set of values that
fosters:
 Listening.
 Responding constructively.
 Giving the benefit of the
doubt.
 Providing support.
 Recognizing the interests of
others.
 Giving credit to others for
their achievements.
Work Groups vs. Teams
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Work Groups:
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Strong, clearly
focused leader.
Individual
accountability.
Group purpose
is the same as
the broader
organization.
Individual work
products.
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Teams:
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Shared leadership
role.
Individual & group
accountability.
Team purpose
defined by the
team itself.
Collective work
products.
Work Groups vs. Teams
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Work Groups:
Meetings are usually
tell-us events.
Effectiveness
measured indirectly
(through org.
performance)
Discusses, decides,
delegates.
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Teams:
Meetings are forums
for open discussion and
problem solving.
Effectiveness measured
directly by evaluating
collective work
products.
Discusses, decides,
does own work
together.
The Wisdom of Teams
Stages of Team Development
(Tuckman & Jensen)
Team Maturity
Mature
(efficient,
effective)
Failure
Immature
(inefficient,
ineffective)
Failure
Failure
Forming
Storming
Norming
Performing
Adjourning
Stage
From Hellriegel & Slocum (2004). Organization Behavior. Mason, OH: ThompsonSouthwestern
Stages of Team Development
(Tuckman & Jensen)
Forming
 Defining goals and tasks, getting
acquainted.
Storming
 Working through conflict, hostility and
strong feelings.
Norming
 Setting rules, agreeing to processes,
building team cohesion.
Performing
 Achieving results effectively and efficiently.
Adjourning
Stages of Team Development
(Tuckman & Jensen)
Forming:
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Defining goals.
Outlining tasks.
Reviewing procedures.
Getting acquainted.
Understanding
leadership and member
roles.
Stages of Team Development
(Tuckman & Jensen)
Storming:
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Conflict over work
behaviors.
Conflict over goals.
Conflict over roles and
responsibilities.
Hostility and strong
feelings.
Stages of Team Development
(Tuckman & Jensen)
Norming:
 Agreeing to decisionmaking process.
 Setting of rules and
norms.
 Establishing a culture of
acceptable behaviors.
 Leading to commitment
and cohesion.
Stages of Team Development
(Tuckman & Jensen)
Performing:
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Achieving results
effectively and efficiently.
Accepting roles and
responsibilities.
Value interdependence of
work.
Working collaboratively.
Ultimately, learning and
developing from team
experiences.
Essential Characteristics of
Real Teams
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Committed to a common
purpose.
Purpose is translated
into tough specific
performance goals.
Small size: 2-25.
Complementary skill
mix.
Specific real work for all
members.
Group accountability.
Common Purpose
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No common purpose =
No team.
Typically a response to
an outside demand.
Gives:
 Direction.
 Momentum.
 Commitment.
Purpose: Translates into
tough specific Goals
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Goals:
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Forge work groups into
teams.
Compel, energize,
motivate.
Facilitate clear
communication.
Enhance constructive
conflict.
Maintain team focus on
achieving results.
Small Size of Teams
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2 to 25.
Majority less than 10.
Logistical problems.
Bonding and
relationship building.
Meetings are work
sessions not a
distraction.
Size and
Number of Relationships
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2 = 1 relationship
3 = 3 relationships
4 = 6 relationships
5 = 10 relationships
6 = 15 relationships
7 = 21 relationships
8 = 28 relationships
Then: 36, 45, 55, 66,
78…
14 = 92 relationships in
the group.
Complementary Skill Mix
Technical or
functional expertise
Interpersonal
Problem-solving and
decision making
Specific and real work
for all members
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Working together for
Common Goal.
Matching and
integrating tasks/skills.
Everyone does
equivalent amounts of
real work - No
management drones.
Group Accountability
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Work group becomes a
team when it holds
itself accountable:
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mutual accountability.
picking up for team.
Group goals.
Group reward and
recognition.
Three Types of Teams
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Teams that
Recommend
things.
Teams that Run
things.
Teams that Make
or Do things.
Conclusion
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Move to teams when:
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Likely areas:
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Performance objectives require collective work.
Work requires integration of multiple skills, perspectives and
experience.
Customer service .
Total quality management.
Kaizan (continuous improvement and innovation).
Strategic alliances.
Complex multi-functional projects/operations.
Most important factor:
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Clear and compelling Goals
Team Exercise:
Analyze the Exchange
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Return to Team Rooms.
Run the video tape of your
discussion of the answers
– Run 10 minutes of tape.
What do you see as you
watch the exchange?
Use the “Team Work
Analysis Sheets”.
Back in 35 minutes.
Team Meeting Analysis Sheet
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Let’s examine our
interaction.
Will use this form for
several meetings.
Return to Big Room in 30
minutes.
Be prepared for to share
one Plus and one Delta in
Large Group Discussion.
Team Meeting Assessment
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Plus
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Delta
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What can your group
do differently the
next time?
Report Back
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Tell us what you
saw?
What was
effective?
What was
ineffective?
What can you do
better next time?
How is a Jigsaw Puzzle like an
Effective Team?
Patrick Lencioni
The Five Dysfunctions of Teams
(Patrick Lencioni)
Absence of
Trust
Invulnerability
The Five Dysfunctions of Teams (Lencioni)
Artificial Harmony
Fear of
Conflict
Absence of
Trust
The Five Dysfunctions of Teams (Lencioni)
Ambiguity
Lack of
Commitment
Fear of
Conflict
Absence of
Trust
The Five Dysfunctions of Teams (Lencioni)
Low Standards
Avoidance of
Accountability
Lack of
Commitment
Fear of
Conflict
Absence of
Trust
The Five Dysfunctions of Teams (Lencioni)
Status and Ego
Inattention
to
Results
Avoidance of
Accountability
Lack of
Commitment
Fear of
Conflict
Absence of
Trust
The Five Functions
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They trust one another.
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They engage in open and honest conflict
around tasks and ideas.
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They commit to group goals and decisions.
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They hold each other accountable.
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They achieve collective results.
Team Models
Tuckman
Forming
Storming
Norming
Performing
Adjourning
Lencioni
Trust
Conflict
Commitment
Accountability
Results
Wilderness Survival
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Read instructions.
Answer individually first (in large group room).
Tape interaction of your team (in small team room).
Report your scores to the rest of your team.
Make consensus decisions on each of the items.
Be prepared to report back to the rest of the class.
The instructor will share the experts’ answers to this case.
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Which items are most important for your survival??
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Team Decisions
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Avoid arguing for your own individual judgments.
Approach the task on the basis of logic.
Avoid changing your mind if it is only to reach
agreement and avoid conflict.
Support only solutions with which you are able to
agree or at least you can live with the answer.
Avoid "conflict-reducing" techniques such as majority
vote, averaging, or trading in reaching your decision.
View differences of opinion as a help rather than a
hindrance in decision-making.
Record your discussion for 30 minutes.
Expert Decision
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Discuss method for
decision-making.
Receive experts’ scores.
Calculate individual and
group scores.
Calculate persuasion
scores.
Post and discuss.
Team Exercise
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Analyze “Wilderness Survival” exchange
on your team’s video.
Run tape, mark worksheet, discuss.
Complete “Team Analysis worksheet”.
Return in one hour.
Be prepared to share one Plus and one
Delta for your group interaction.
Team Meeting Assessment
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Plus
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Delta
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What can your group
do differently the
next time?
Team Exercise:
Your Identity
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Design your own team T-Shirts.
Team Name, Motto, Logo, Colors.
Try on shirts.
Return to big room.
Show off your designs.
Explain your choices.
Summing and Looking Ahead
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Building
relationships
and forming
our teams.
Wear Team
Shirts on
Thursday.
Tomorrow
meet at
Panera at 8
a.m.
Later we will
return here
by 10 a.m.
References
Katzenbach, J. R. and Smith, D. K. (1993). The wisdom of
teams. Boston: Harvard Business School Press.
Katzenbach, J. R. and Smith, D. K. (2005). The discipline of
teams. Harvard Business Review, 83 (7), 162-170.
Lencioni, P. (2002). The five dysfunctions of a team. San
Francisco: Jossey-Bass.
Tuckman, B and Jensen, M. A. (1977). Stages of smallgroup development revisited. Groups and organization
studies, 2, 419-442.