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GROUP EMOTIONAL INTELLIGENCE/MEETINGS OBJECTIVES • Understand how to start an effective team • Build team meeting skills • Get you started on your group project Wolff’s Word of the Week PERSPECTIVE Group Emotional Intelligence The Biggest Challenges – Most people think they already have excellent teamwork skills. – Teamwork does not equal common sense. – Most people blame team problems on (other) members – One can’t learn team skills by reading books. – Experience does not equal learning. Team Basic Needs • Goals • Roles • Procedures (Norms) – how are we going to go about meeting our goals? Group Emotional Intelligence Definition • The ability of a group to generate norms that manage the emotional process (awareness of emotion and management of behavior) in ways that have positive emotional consequences. • GEI norms build emotional capability and develop productive relationships. The Socio- Emotional Model of Group Effectiveness (Druskat & Wolff 2001) Better Decisions, More Creative Solutions, Higher Productivity Participation, Cooperation, Collaboration Trust, Group Identity, Group Efficacy, Networks Group Emotional Intelligence Emotionally Competent Norms Awareness of Emotion Individual Level Group Level CrossBoundary Level Management of Emotion Team SelfEvaluation Confronting Members Caring Behavior Creating Resources Creating an Affirmative Env. Proactive ProblemSolving Organizational Awareness Building External Relationships Interpersonal Understanding Study 1: Method • Sample – 382 Full-Time MBA Students (48 teams) • Norms measured via scales we developed • Group Effectiveness – Faculty rated Likert scale (5 items): • End of first semester (1 month after norm survey) • End of second semester (6 months after) Study 1: Results (n = 48) Interpersonal Understanding Confronting Members Team SelfEvaluation Proactive Problem Solving Organizational Understanding Building External Relations .30*/.11 Group Effectiveness (1 month/6 mo.) Study 2: Method • Sample – 109 Teams – 6 Companies (4 Fortune 500) • Financial services, transportation, product design & development, industrial & consumer goods manufacturing • Mean teams per company = 20.7 (Range =8-40) Study 2: Method, cont. • Group Effectiveness – Objective performance • Collected at a mean of 4.14 months after survey admin. (Range = 3-7 months) – Manager assessment – • Same survey as in study 1 • Collected at a mean of 2.25 months after survey admin. (Range = 1-4 months) Study 2: Full model Interpersonal Understanding Confronting Members Who Break Norms Team SelfEvaluation Proactive Problem Solving Organizational Understanding .44*** -.16* Group Efficacy (.69) Safety (.82) .90*** .83*** Networks (.71) .84*** .17* .38*** .25* Social Capital .50* Performance (.25) Chi-squared = 947 df=508 p=.000 NFI=.94 RFI=.93 RMSEA=.089 J&J STUDY • Survey – 33 teams with both survey data and performance data • 19 Average performing teams • 14 High performing teams • Qualitative Data – 55 Coded documents • 12 Average performing interviews • 43 High performing interviews MAJOR CATEGORIES • Group Emotional Intelligence (.403 p<.006) • GEI Outcomes (.329 p=.025) • • • • Team members have pride and confidence in the team Team members communicate openly and honestly There is a high level of trust and it is safe to take a risk Team members cooperate with each other • • • • • • Team members understand and support team goals Balance strategy with operational tasks Make timely decisions Clearly define content and scope of tasks and timelines Find ways to do things better and/or faster Remain productive when faced with ambiguity • External Support (.374 p<.011) • Proactive Task Focus (.369 p<.012) Note: Numbers in parentheses represent significant correlations to performance. What behaviors or practices have you seen used in groups that either build or undermine the development of specific Emotionally Competent Norms? Running Meetings EFFECTIVE MEETINGS • Pre-meeting Work • Roadmap Agenda (handout) • Formal Meeting Roles – Team Facilitator (Leader?) – Note Taker – Timekeeper • Informal Roles – e.g., devil’s advocate, initiator, collaborator, communicator, information seeker, etc. • Action Items/Decisions Documented • Follow-Up ROADMAP AGENDA Meeting Agenda Item Outcome Process Time Who Delivers ACTION ITEMS Action Item Who is Responsible Due Date HPCT Meeting Key Actions and Decisions August 17 – 18, 2004 Agenda Item Action/Decision Responsible Date Oncology therapeutic area in Centocor – Angela has talked with the TL, but he has other priorities at the moment. She should also have a few more teams by mid-September Angela Mid- Sept Scios should also be involved at this point. We have been given a signal to back-off. The Integration has been rocky. There are probably teams who we want to include. However, we will probably see that many of the problems are external to the team. We won’t do anything now, but will plant the seed for future survey participation. Ruth, Eileen Mid - Sept HPTC Update A lot of projects in the pipeline…. What are our priorities, and what can we support? We also looked at the scope and mission of HPTC… who’s in, who’s out? What’s our shared purpose? What did we decide…? We narrowed our efforts this year to the following areas: 1.The Research Study a.Strategy and Implementation and Communication Plan, and ongoing processes to support it. The Portal is part of this, but work on this will be postponed. We need to think about the appropriate timing, but not right now… b.Phase two activities 2.The New Survey System 3.The External Stakeholder Survey Angela Matt ?? Nuala Ruth Nominations of Top/Avg. performing teams Get nominations from additional members of Management. It’s a concern for all teams who have been nominated…. For PRD CDT’s we are going to ask Clare Kendall for nominations At Centocor we may speak to the Team Leaders (or choose ourselves) who are the Outstanding and Average teams… so we have more than just Bill Matthews’ opinion Everyone will go to the extra nomination people themselves, gather the data and return it to Sue to compile and give to Steve. Give them a list of the teams to rate, select any that are outstanding and any that you see as average, if any Any extra nominations for Outstanding/Average need to come to Sue who will put it into a separate Excel database and send to Steve Ruth, Angela, Nuala, Eileen, Sue Last Meeting Actions ASAP TEAM FACILITATOR ROLE (adapted from MOR Associates, 1994) • The facilitator helps the group answer the following questions: – What roles do we need? – What groundrules do we want? – What are people’s perceptions of the task? – What are the most effect process tools to use? – How much time should be allocated to each agenda item? – How will we make decisions? RECORDER & TIMEKEEPER (adapted from MOR Associates, 1994) • Recorder – Write down basic ideas in front of group members – Use speakers words – Capture enough so ideas, actions, and decisions are preserved • Timekeeper – Be aware of time allocation for agenda items – Calls out periodic time checks – Is not responsible for decisions regarding staying on an issue or moving on PROCESSES • I-Time (Individual time) – Give individuals time to think alone • Go-Around – Ask team members one by one • Brainstorming • Discussion • Sub Groups – Does the whole group need to participate in this task/decision? If not, divide up the work. • Presentation • There are many others (e.g., see team memory jogger) TEAM MEETING • Your task: – Run a meeting to begin your work on your team contract – Set your team up for success (What do you need to do?) • Step 1: Assign formal (and informal) roles that you • • • • think your team needs to have an effective meeting Step 2: Develop an agenda for today’s meeting Step 3: Assign “keepers” of the GEI norms Step 4: Run the meeting according to your agenda Step 5: Meeting assessment when completed Write in Your Insight Journal: • Use your insight journal to reflect on your team meeting. – How did your meeting go? Why? – Were you as an effective team member as you would like to be? – What could you do to be a more effective team member? – What could you do to help your team be more effective? – Etc.