Transcript Document

SOC/110:
Work Shop 2: Team Building Process &
Strategies
Teamwork, Collaboration, and Conflict Resolution
Joseph Lewis Aguirre
WS2: TEAMBUILDING
PROCESSES AND
EXPERT ADVICE
STRATEGIES
• Identify individual strengths and weaknesses as
they relate to teams and team roles.
• Examine the impact of leadership roles on team
processes.
• Examine behaviors, including trust building,
conducive to effective teams.
• Identify relevant team objectives and goals as
they relate to team productivity.
• Develop effective team agreements.
Strengths
- Weaknesses:
EXPERT
ADVICE
Orientation
1) Task orientation
• a) Focus on work at hand
• b) Focus on who does what
2) Relationship orientation
• a) Focus on making sure everyone is comfortable
• b) Focus on mood, meeting processes
• c) Focus on shared concerns
3) Information orientation
• a) Focus on knowledge, facts and statistics
• b) Focus on research
Strengths
- Weaknesses:
EXPERT
ADVICE
Orientation
4) Implementation orientation
• a) Focus on decision making
• b) Focus on doing the job and having fun
• b. All styles used to an extreme may be a strength or
a weakness.
• c. Team members need to know their strengths and
their weaknesses in order to be an asset to a team.
Strengths
- Weaknesses:
EXPERT
ADVICE
Leadership Roles and Processes
2. Leadership Roles and Team Processes
a. Leadership Theories
1) Trait
2) Contingency
3) Behavioral
b. Leaderless Group
Strengths
- Weaknesses:
EXPERT
ADVICE
Leadership Roles and Processes
c. Power
1) Positional
2) Coercive
3) Charismatic
4) Passive
5) Autocratic
6) Reward
EXPERT
ADVICE
Team Building Behavior
a. Positive Behaviors
1) Equality
a) Participation
b) Decision making
c) Team building
2) Honesty
3) Humility
4) Encouraging of others
5) Friendliness
6) Sense of Humor
EXPERT
ADVICE
Team Building Behavior
b. Challenges
1) Inappropriate Humor
2) Hidden Agendas
3) Mind Games
4) Conflict for the sake of conflict
5) Power struggles
c. Feedback
1) Positive behaviors
a) Focus on behavior instead of individual
b) Use "I" statements
c) Open dialogue for questions
d) Give feedback to the right person
EXPERT
ADVICE
Team Building Behavior
2) Negative behaviors
(1) Use of toxic language
(2) Name calling
(3) Labeling
(4) Over generalizations
(5) Fallacious language
3) Role of Feedback
a) Reinforce positive behaviors
b) Catalyze effective change
c) Promote self-reflection on individual and team level
d) Ensure process goals are met
e) Maintain focus
EXPERT
ADVICE
Team Objectives and Goals
a. Guidelines for Goals
1) Relate to team productivity
2) SMART goals
b. Guidelines for Objectives
1) Provide steps to reach goals
2) Hint at plausible strategy for completion
3) Built through consensus
4) Align with stated purpose
5) Provide focus
6) Realistic and manageable
EXPERT
ADVICE
Team Agreements
a. Clear purpose
b. Promote full and open discussion
c. Acknowledge diverse perspectives
d. Meet team needs as well as some individual needs
e. Dynamic and fluid - must contain mechanism to
accommodate changes
EXPERT
ADVICE
Leadership Quotes
• If it's a good idea, go ahead and do it. It is much
easier to apologize than it is to get permission.
- Admiral Grace Hopper
• The most important quality in a leader is that of being
acknowledged as such.
- Andre Maurois
• You gain strength, courage and confidence by every
experience in which you really stop to look fear in the
face. You must do the thing you think you cannot do.
- Eleanor Roosevelt
• Leadership in today's world requires far more than a
large stock of gunboats and a hard fist at the
conference table.
- Hubert H. Humphrey
EXPERT
ADVICE
Leadership Quotes
• All of the great leaders have had one characteristic in
common: it was the willingness to confront unequivocally
the major anxiety of their people in their time. This, and
not much else, is the essence of leadership.
- John Kenneth Galbraith, U.S. economist “The Age of Uncertainty”
• The real leader has no need to lead - he is content to
point the way.
- Henry Miller
• It's amazing how many cares disappear when you decide
not to be something, but to be someone.
- Coco Chanel
EXPERT
ADVICE
Leadership Quotes
• Most of the ladies and gentlemen who mourn the
passing of the nation's leaders wouldn't know a leader
if they saw one. If they had the bad luck to come
across a leader, they would find out that he might
demand something from them, and this impertinence
would put an abrupt and indignant end to their wish
for his return.
- Lewis H. Lapham
EXPERT
ADVICE
Leadership Quotes
• Leadership consists not in degrees of technique but in
traits of character; it requires moral rather than
athletic or intellectual effort, and it imposes on both
leader and follower alike the burdens of self-restraint.
- Lewis H. Lapham
• I am a leader by default, only because nature does
not allow a vacuum.
- Bishop Desmond Tutu
• If one is lucky, a solitary fantasy can totally transform
one million realities.
- Maya Angelou
EXPERT
ADVICE
Leadership Quotes
• People ask the difference between a leader and a boss. . .
. The leader works in the open, and the boss in covert.
The leader leads, and the boss drives.
- Theodore Roosevelt
• The final test of a leader is that he leaves behind him in
other men the conviction and the will to carry on. . . . The
genius of a good leader is to leave behind him a situation
which common sense, without the grace of genius, can
deal with successfully.
- Walter Lippmann
EXPERT
ADVICE
Leadership Quotes
• There is no such thing as a perfect leader either in the
past or present, in China or elsewhere. If there is one,
he is only pretending, like a pig inserting scallions into
its nose in an effort to look like an elephant.
- Liu Shao-ch'i
• There's no such thing as a race and barely such a
thing as an ethnic group. If we were dogs, we'd be the
same breed. . . . Trouble doesn't come from Slopes,
Kikes, Niggers, Spics or White Capitalist Pigs; it
comes from the heart.
- P. J. O'Rourke (b. 1947), U.S. journalist. Holidays in Hell, Introduction (1988).
EXPERT
ADVICE
Leadership Quotes
• Our flag is red, white and blue, but our nation is a
rainbow-red, yellow, brown, black and white-and we're
all precious in God's sight.
- Jesse Jackson (b. 1941), U.S. clergyman, civil rights leader. Speech, 16 July
1984.
• If you obey all the rules, you miss all the fun.
- Katharine Hepburn
• E pluribus unum. (Out of many, one.)
- Motto for the Seal of the United States. Adopted 20
June 1782, recommended by John Adams, Benjamin
Franklin and Thomas Jefferson, 10 Aug. 1776, and
proposed by Swiss artist Pierre Eugene du Simitière.
It had originally appeared on the title page of the
Gentleman's Journal (Jan. 1692).
EXPERT
ADVICE
Leadership Quotes
• If we cannot end now our differences, at least we can help make the
world safe for diversity.
- John F. Kennedy (1917-63), U.S. Democratic politician, president.
Speech, 10 June 1963, American University, Washington, D.C., on
Russo-American relations.
• In organizations, real power and energy is generated through
relationships. The patterns of relationships and the capacities to form
them are more important than tasks, functions, roles, and positions.
- Margaret Wheatly Leadership and the New Science
• Whoever is careless with the truth in small matters cannot be trusted
with the important matters.
- Albert Einstein
• Life is change. Growth is optional. Choose wisely.
- Karen Kaiser Clark
EXPERT
ADVICE
Leadership Quotes
• The quality of leadership, more than any other single factor, determines
the success or failure of an organization.
• - Fred Fiedler & Martin Chemers Improving Leadership Effectiveness
• Don't be afraid to take a big step when one is indicated. You can't cross
a chasm in two small steps.
- David Loyd George
• There is no contest between the company that buys the grudging
compliance of its work force and the company that enjoys the
enterprising participation of its employees
- Ricardo Sempler
• Excellence is not an accomplishment. It is a spirit, a never-ending
process.
- Lawrence M. Miller
EXPERT
ADVICE
Leadership Quotes
• You will do foolish things, but do them with enthusiasm.
- Colette
• The first responsibility of a leader is to define reality. The last is to say
thank you.
- Max DePree
• When what you are doing isn't working, you tend to do more of the
same and with greater intensity.
- Dr. Bill Maynard & Tom Champoux Heart, Soul and Spirit
• Every organization must be prepared to abandon everything it does to
survive in the future.
- Peter Drucker
• A friend of mine characterizes leaders simply like this: "Leaders don't
inflict pain. They bear pain."
- Max DePree
EXPERT
ADVICE
Leadership Quotes
• Ah well! I am their leader, I really ought to follow them!
- Alexandre Auguste Ledru-Rollin
• Dictators ride to and fro upon tigers which they dare not dismount. And
the tigers are getting hungry.
- Winston Churchill
• A new leader has to be able to change an organization that is
dreamless, soulless and visionless ... someone's got to make a wake
up call.
- Warren Bennis
• I used to think that running an organization was equivalent to
conducting a symphony orchestra. But I don't think that's quite it; it's
more like jazz. There is more improvisation.
- Warren Bennis
Leadership & Management
Management: Authoritative control over the affairs of
others, an act or instance of guiding, the act, manner, or
practice of managing; handling, supervision, or control.
Leadership: The capacity to lead others, an act or
instance of guiding, leadership" can come from an
individual, a collective group of leaders. Managers are
people who do things right, while leaders are people who
do the right thing. - Warren Bennis, 1997
Leadership Core Competencies
U.S. Army 23 Traits of
Character
2. Confidence, Bearing,
Confidence, Courage,
Integrity, Decisiveness,
Justice, Endurance, Tact,
Initiative, Coolness,
Maturity, Will,
Assertiveness, Candor,
Sense of humor,
Commitment, , Selfdiscipline, Humility,
Competence
1. Visioning
1. Creativity
2. Self Mastery
3. Change Management
3. Improvement, Flexibility.
4. Problem Solving
5. Interpersonal Skills
5.
Empathy/Co
mpassion.
6. Teamwork
7. Communications
Six Spokes of Trust
Decision Making Framework
Information
Characteristics
Decision Structure
Business Professionals
Structured
Semi Structured
Un Structured
Operational
Management
Efficient, do thing right
Tactical Management
Business Unit Managers
-Effective, right thing
Strategic Management
Executives, Directors
-Transformation
RELATIVE TIME SPAN
Pre specified
Scheduled
Detailed
Frequent
Historical
Internal
Narrow Focus
Ad Hoc
Unscheduled
Summarized
Infrequent
Forward looking
External
Wide Scope
Problem Solving
Intelligence
Problem
Space
Design
Choice
Problem
Space
Decision Making Process
Intelligent Phase
Design Phase
Choice
Objectives
Problem statement
Data Collection
Modeling
Criteria
Alternatives
Solutions to the Model
Sensitivity Analysis
Plan for implementation
Implementation
Problem Identification
•Clearly defined
•Ill Defined
•Problems Vs Opportunities
•Group Vs Individual
EXPERT
ADVICE
Decision
Making
- Experts
• "There is no need for any individual to have
a computer in their home" - Ken Olson, president of
Digital Equipment Corp., 1977.
• "640k ought to be enough for anybody" Microsoft founder Bill Gates, 1981
Organizational Effectiveness
ENVIRONMENT
CLIMATE
Other Teams
Enthusiasm
STRUCTURE
Competition
Reward
System
Accountability
GOALS
Reporting
Relationships
Values
Clarity
Collaboration
Mission
Philosophy
Culture
Commitment
Stress
Feedback
System
Flexibility
Marketplace
Decision
Making
Behavior
Norm
Involvement
Pressures
Trust
Competition
Different Perspectives
Conventional view:
Violence is a result of environment
Neuroscience report:
Violence is a function of abnormal brain activity caused by
brain damage.
Christian view:
Violence is a result of (original) sin in people.
Forces of Influence
• Broad
– Physiology, psychology, sociology
• Narrow
– Gender, age, birth, order, culture,
education, economic status, religion, etc.
Forces of Influence
• We distort the way we perceive the world
• We differ in our views of reality
• We can make hurdles instead of walls
Problem Solving
Intelligent Phase
Design Phase
Choice
Objectives
Problem statement
Data Collection
Modeling
Criteria
Alternatives
Solutions to the Model
Sensitivity Analysis
Plan for implementation
Implementation
Framing the Problem
Making the decision
Evaluation
1.Identify the problem
2.Define criteria, goals
3.Evaluate effect of the
problem
4.Identify causes
8. Measure impact
5.Alternatives
9. Implementation
6.Impact of alternatives
7. Make decision
Cost Factors
#1:
#2:
#3:
#4:
#5:
#6:
#7:
#8:
#9:
Wasted time
Opportunity cost of wasted time
Lowered job motivation and productivity
Lost performance due to conflict-related absenteeism
Loss of investment in skilled employees
Conflict-incited theft, sabotage, vandalism, and damage
Restructuring around the problem
Health costs
Degraded decision quality
Window Into Conflict Resolution
Window on World of DP
Intent
Need
Category
Get it done right
Get it done right
Get Along
Appreciated
Control
Accuracy
Approval
Attention
Ruler
Analyzer
Relater Get
Entertainer
Analyzer
Ruler
Relater
Entertainer
Passive
Aggressive
Window Into Conflict Resolution
Nonadversarial
attitude toward
other
Adversarial
attitude toward
other
A number
value for your
organization
Detachment
A number
value for your
organization
Collaboration
Evasion
Coercion
Disengagement
Engagement
from other
with other
Conflict Resolution Strategy
30% of a managers time is spent dealing with conflict
Fortune 500 company executives are involved in litigation related activity
20% of their time.
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
SWOT
Train - Establish the core competencies
Coach ~ Support the learning
Enable - Remove the obstacles – culture driven
Institutionalize ~ Train in-house experts
Establish a panel of skilled mediators to resolve disputes that are not
successfully resolved by the core competencies gained by Training (Step 2)
and supported by Coaching (Step 3).
Step 6: Feedback - Compare to benchmarks