Transcript Key IS/IT Skill Bases - University of Georgia

TEAM DEVELOPMENT AND
FACILITATION
By Dr. Bob Bostrom
MIS Department
University of Georgia
Athens, GA 30602
PH: 706-542-3559
Email: [email protected]
Web sites:
http://www.terry.uga.edu/~rbostrom/ (academic)
http://www.negia.net/~bostrom/bahome.htm (company)
BUILDING TEAM RELATIONSHIPS
“Wearing the same shirt
doesn’t make you a team!”
•The sum of individuals
interacting is non-linear,
results may be much greater
or less!!!
Copyright Bostrom & Assoc.
TEAM PERFORMANCE
P
E
R
F
O
R
M
A
N
C
E
Developed
Diversity
Homogenous
Undeveloped
Diversity
TIME
Copyright Bostrom & Associates
[Virtual] Learning Teams
(Cooperative/Collaborative Learning, Educational
literature)
• Last 100 years, over 550 experimental and 100
correlational studies; different subject areas &
settings (including College)
– Learning together better than competitive or
individual learning
– Higher achievement, higher-level reasoning, greater
transfer, higher self-esteem, greater social competencies
– The more conceptual, problem-solving, critical thinking,
creativity, or real world application needed; the greater
superiority of cooperative
• Done right!: Team Development/Structure
– Positive interdependence: I cannot succeed unless team
does
– Individual accountability: individual student assessment
– Promotive/supportive interaction: support each other
– Social/interpersonal skills: need good group skills
– Group processing: discussion of progress and
relationships
– Mechanisms: Shared outcomes, roles, ground rules;
develop skills and relationships; peer evaluation; reward
system;: etc.
• Resources: See web site for article by Johnson & Johnson
and Student team contract development exercise and
behaviorally-anchored peer evaluation
Collaboration and Technology
• Learning =
Content+Technology+[Collaboration]
• Education Metastudy (Lou et. al, see refs on
Web site)
– 486 findings, 122 studies from 1965-1999
– Small group learning had significantly more
positive effect on achievement, group
performance, process and affective outcomes
– Considerable variability-primary sources:
technology, task, group, learner characteristics
– Technology: most programs were contentdelivery, designed for individual (need for group
designs, e.g., MUDs)
– Group: Size, cooperative learning strategies
• IS Research (Primarily Collaboration
Technology)
– GSS enhances the effectiveness of collaborative
learning
– Teaching programming more effective using
peer approach
– Using technology enhance collaborative
learning key IS research area
TEAM QUIZ
• The importance of working together as a team
has replaced the importance of individual
contributors.
• Putting high-performing individuals together in a
group automatically creates a high-performing
team.
• It takes a team a long time to be up and running.
• A team has to work through conflicts before it can
be productive.
• Decision making by consensus is the best way to
make a team work effectively.
• Team accountability means that everyone is
responsible for everything.
• There are no leaders or followers on teams;
everyone is equal.
Copyright Bostrom & Assoc.
My Ideal Team?
•Describe Key
characteristics of high
performing and highly
motivated team?
•Think about successful
and unsuccessful teams
of all types that you have
been part of.
Team Development Model (Stages)
Development
Execution
Formation Renewal
(New Team)
•Individual resources
•Implementation
(Who am I?)
•Doing It!
(Who are you?)
•Trusting relationships
•Roles
•Ground rules (Code of Conduct)
•Outcomes
•Media Plan/Communication Preferences
Termination
•How did we do?
•What did we learn?
•Agenda (action plan)
•Commitment (check?)
[Task, Relationships]
Resourcefulness (positive emotion)
Relationships (rapport, trust, etc.)
Go to http://www.grove.com/services/tool_modeltp.html
Student Team Contract
•Team Purpose/Mission and Outcomes
•Roles (How will leadership be handled?)
•Code of Conduct:
•Successful teams have either explicit or
implicit rules that guide their behavior.
•A code of conduct states the norms or ground
rules for team to follow.
•Media Plan
•Media preferences: how will use various
media? Face-to-face, email, phone, electronic
communication and workspaces
•What technology types to use for what
different types of communication?
•What information will you put in your Team
workspace (Groove)
•Will you have private conversations or will
you do all your work out in the open in
electronic spaces?
•How you will ensure that you are effectively
communicating with each other?
•See web site for complete exercise
http://www.terry.uga.edu/~rbostrom/
Example Code of Conduct Statements
•Attend all group meetings and be on time.
•Listen to and respect the views of other members.
•Criticize ideas, not people.
•Accept results of group votes.
•Everyone is equal during team meetings.
•The only stupid question is the one that isn’t asked.
•Carry out assignments on schedule.
•Give credit to those whom it is due.
•Show appreciation to non-members who give assistance.
•Avoid criticism and sarcasm toward other’s ideas.
•No disruptive side conversations.
•Always strive for win-win situations.
•Before you criticize, give praise and honest appreciation.
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The Pinch Model
Resentful
Termination
• Identifying roles,outcomes,
ground rules, etc.
Planned
Termination
•Clarifying perceptions
Renegotiate
under stress
Return to the
way things
used to be
Negotiating Expectations
and
Planned
Negotiation
Making Commitments
Stability
Crunch
Choice Point
Talk
About
It!
Pinch
Choice Point
Resentment
Anxiety
Ambiguity
Talk
About
It!
Disruption of
Expectations
A Clarification
Model
STRATEGY FOR
ROLE CLARIFICATION
IDENTIFYING ROLES
•Each participant identifies components of individual role and his/her
perception of the other role (my role as I see it -- your role as I see it)
TALKING ABOUT ROLES -- CLARIFYING PERCEPTIONS
•Each participant clarifies perceptions
•Both participants resolve differences in perceptions until mutual
agreement is reached on all components of each role.
NEGOTIATING EXPECTIONS
•Each participant describes what he/she expects from the other role in
order to fulfill his/her individual role (what I {expect} need from you in order
to fulfill may role -- what I’m willing to give you in order for you to fulfill your
role)
AGREEMENT AND COMMITMENT
•Each participant backtracks expectations and clarifies.
•Both participants resolve differences in expectations until both are
comfortable with expectations and agree upon the roles.
PERSONAL CONTRACT
•Each participant identifies current behaviors that each should start, stop
or continue in order to support the agreed upon role components and
expectations and help each participant increase his/her effectiveness.
WHEN TO USE ROLE CLARIFICATION
Role clarification is a dynamic process which should be used in the
following circumstances:
•As part of the orientation process when a new person assumes a role
•As a formal part of management information, i.e. to introduce a position to
the board, to introduce organizational structure, etc.
•When any changes in work relationships occur and it is necessary for the
parties involved to “re-negotiate” roles in a controlled, outcome-directed
manner.
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Team Types
Organization
Spacetime
Same
Different
Same
Collocated
Collocated
CrossOrganizational
Different
Distributed
Distributed
CrossOrganizational
DIFFERENCES VOR VIRTUAL TEAMS
• Face-to-Face time more important
• Shared metalanguages more important
• Good Groupware/Technology platform that
team members are committed to (Media
plan, communication preferences)
• Commitment – Positive emotions
• Outcomes, roles, code of conduct
• Trusted relationships
• Conversations, interactions, participation
• Network of interactions
• Series of meetings to keep links alive
• Communications skills (People skills)
• Team Facilitator/Leadership
• IS STILL A TEAM!
CONSTRUCTIVE RELATIONSHIPS STRATEGIES
“Do only those things that are both good for the relationship and
good for us/me, whether or not they reciprocate.”
Unconditionally:
Constructive
Strategy
Good for the
Relationship
because
Good for me
because
1. Balance emotions
with reason.
An irrational battle
is less likely.
I make fewer mistakes.
2. Try to understand.
The better I
understand you, the
fewer collisions
we will have.
The less I shoot in the
dark, the better
solutions I can invent
and the better able I am
to influence you.
3. Inquire, consult, and
listen. Communication
Improves.
We both participate in
making decisions.
Better ability to decide.
I reduce the risk of
making mistake without
giving up the ability to
decide.
4. Be reliable.
It tends to build trust
and confidence.
My word will have more
Impact.
5. Be open to
persuasion;
try to persuade.
If people are persuaded
rather than coerced,
both the outcome and
compliance are better.
By being open, I keep
learning; it is easier to
resist coercion if one is
open to persuasion.
6. Accept the other as
worth dealing with and
listening to fully.
To deal well with our
differences, I have to
deal with you and have
an open mind.
By dealing with you and
reality, I remove
obstacles to learning
the facts and to
persuading you on the
merits.
Adapted from: Getting together: Building Relationships As We Negotiate, By Roger Fisher and Scott Brown
Copyright Bostrom & Assoc.
HISTORY OF RELATIONSHIPS
• Traditional Societies
• Understand role in clan/tribe
• Little conflict to obey them
• Relationships established (meet group needs)
• Early 1600’s
• Unique individual with specific social responsibilities
• Build & develop relationships
• Western Psychology: Last Hundred Years
• Focus shifted to independent individual
• Normal: People not dependent on their relationships (world
oriented to self)
• Change: “nothing but duty” to :”nothing but self”
• Contradiction
• Biological, psychological, and spiritual predisposition for
affiliation, need/place belong
• normal is considered to be independent, people are not
dependent on their relationships
• need to feel individuated to feel whole
• How to create balance?
World of Relationships
Rapport
Effective
Communication
Resourcefulness
(Positive
Emotions)
Trust
Actions
Trust
The Chief Role of
a Project Leader
is to BUILD TRUST:
Trust in me (leader),
in the unified team,
despite distance.
Taken From
Virtual Leadership
by J. Kostner
BUILDING RELATIONSHIPS:
ESTABLISHING RAPPORT
Definitions:
•Complete attentiveness, responsiveness, openness
toward another, e.g., mutual respect.
•An unconscious bridge between people.
•Finding common ground,directing attention to what is
common between people. People like people who are
like them!
•Communicating from context of the other person’s
perspective of the world - being focused on other.
•“A Dance”
•The foundation of all successful communication.
Techniques for Establishing Rapport
•Subtle Matching - verbally (tone, tempo, words) or
nonverbally (breathing, body posture) must be
genuinely respectful.
•Backtracking - Actively listening to discover their world
•Moving into “other” (intent)
•Recognizing and utilizing people’s criteria, beliefs,
metaphors
•Building shared outcomes, models, frames of reference
Copyright Bostrom & Assoc.
TRUST EXERCISE
•Instructions:
Form subgroups. Subgroups discuss the three
questions below and jot down responses on three
flipcharts. Subgroups select a reporter. Subgroups
report out their responses one question at a time.
Circle common themes
•What will it take to gain trust in this group?
(Behaviors we must see, hear, feel colleagues doing
to gain trust)
•What will it take to lose/break trust?
•If trust broken, what will it take to get it back?
Copyright Bostrom & Associates
BUILDING RELATIONSHIPS:
ESTABLISHING TRUST
Definition
•“To have faith in; to rely on”
•A set of actions and behaviors that increase one’s
willingness to be open to another, to take risks, to learn.
•Key elements are honesty, integrity, openness, consistency,
respect, demonstrated over time (reliability).
•Rapport, plus reliability over time.
•Essential factor for building and maintaining long term
relationships.
Techniques/Behaviors for Establishing Trust
•Honesty, integrity
•Consistency and reliability
•Actively listens - Backtracking
•Ability to step into other
•Genuine, sincere, open
•Maintains confidentiality
•Openly communicates - willing to lay out both positive and
negative information; no hidden agendas, honest about
motives
•Carries through on commitments
•Lives up to ground rules, standards, agreement.
•Respects other and individual differences
•Willing to support and help other.
•Build win-win outcomes.
•Offers information and opinions freely to benefit group.
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TEN ERRORS BEHIND MOST
COMMUNICATION
BREAKDOWNS/PROBLEMS
1. Having no clear goal/outcome.
2. Not establishing rapport
3. Staying in the negative; not maintaining
resourcefulness.
4. Assuming others think as you think or
know what you think.
5. Paying attention to yourself when you
need to notice the other person.
6. Mistaking interpretations for facts.
7. Hallucinating (filling in the blanks from
your own experience instead of asking).
8. Not verifying information.
9. Leading too soon.
10. Resisting resistance.
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