Transcript Team Building for Dummies - Addiction Technology Transfer

or
“How to create trust, good communication, clear
goals, defined roles, solidarity of purpose,
commitment and loyalty among your staff when the
grant is due, the state conference needs a speaker
on ROSC tomorrow, the GPRA numbers are down, a
staff member is on maternity leave, and the National
Office has just sent out two COB requests”
Jan Wrolstad, M.Div.
Associate Director
Mid-America ATTC
2010 ATTC Network Meeting
Long, Beach, CA
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You Tube video: more funny moments from the office
You Tube video: Innovation, Comedy & Balance – Rob Peck –
Juggling Speaker
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Not found in the dictionary
Useful in a discussion about building effective
teams
For this purpose it means: A state or level of
effective and meaningful productivity among
a group of persons engaged in a common
goal
Complete the two sentences:
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I would feel more part of a team in our
office if . . . .
I believe the three most important elements
in building effective teams are . . . .
If you are a manager, indicate so by checking the box in the
top right corner of the sheet.
Put the half sheet of paper in the box at the front of the room.
Current
1)
2)
3)
4)
5)
6)
7)
Reality
1)
2)
3)
4)
5)
6)
7)
Ideal
1)
2)
3)
4)
5)
6)
7)
Participation
Openness
Facilitation
Collaboration
Effective Team
Interpersonal
Relationships
Commitment
Flexibility
Sensitivity
Risk taking
From Medley Consulting handout
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Clear Goals
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Defined Roles
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Open and Clear
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Communication
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Effective Decision
Making
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Balanced Participation
Valued Diversity
Managed Conflict
Positive Atmosphere
Cooperative
Relationships
Participative Leadership
From The Pfeiffer Book of Successful
Team-Building Tools, Second Edition,
2008, p.13.
Participative
Leadership
Positive
Atmosphere
Balanced
Participation
Clear Goals
Defined Roles
Cooperative
Relationship
Valued
Diversity
Managed
Conflict
Open & Clear
Communication
Effective
Decision
Making
From The Pfeiffer Book of Successful
Team-Building Tools, Second Edition,
2008, p.13.
 Clear
communication*
 Managed conflict*
 Building of trust*
 Defined roles
 Positive atmosphere
 Solidarity of purpose
 Clear
communication
 Managed conflict
 Building of trust
 Defined roles
 Positive atmosphere
 Solidarity of purpose
from http://finance.yahoo.com/careerwork/article/102425/Body_Language:_A_Key_to_Success_in_the_Workplace
 time
flies
 you can’t
 they move too fast
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Acknowledge the need for feedback
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Give both positive and negative feedback
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Understand the context
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Know when to give feedback
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Know how to give beedback
From Medley Consulting handout
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Be descriptive
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Don’t use labels
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Don’t exaggerate
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Don’t be judgmental
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Speak for yourself
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Restrict your feedback to things you
know for certain/have observed
From Medley Consulting handout
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“When you . . . .”
“I feel . . . .”
“Because I . . . .”
“I would like . . . .”
“Because . . . .”
“What do you think?”
Remember Stephen Covey’s 5th Habit
of Highly Successful People:
“Seek first to understand, then to be
understood.”
 Clear
communication
 Managed conflict
 Building of trust
 Defined roles
 Positive atmosphere
 Solidarity of purpose
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Conflict is inevitable
Conflict is not all bad
Depending on the focus, conflict needs to be
addressed, dealt with, embraced . . . . even
welcomed
People-focused
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Rooted in anger, personal friction,
personality clashes, ego and tension
Detrimental to healthy team functioning
because it interferes with completion of
tasks
Task-focused
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Consists of argumentation about the
merits of plans, ideas and projects
Benefits team because it can imrpove
decision-making outcomes and decision
quality through devil’s advocacy roles,
constructive criticism, and stimulation of
discussion of options
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Avoid
Compete
Accommodate
Compromise
Collaborate
There are a number of conflict style assessments that could be
useful for your staff to go through and then share outcomes.
 Clear
communication
 Managed conflict
 Building of trust
 Defined roles
 Positive atmosphere
 Solidarity of purpose
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One of the most important team competencies
Fundamental emotion in a team is not “liking”
but “trusting”
Each team member must be both trustworthy
and trusting of others
Key to trust is making agreements and then
following through on those agreements
From Team Building: Proven Strategies for Improving Team
Performance, Fourth Edition, 2007, pp. 57-59
Trust typically takes a long time to build, but
can be lost quickly.
From Team Building: Proven Strategies for Improving Team
Performance, Fourth Edition, 2007, pp. 57-59
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What is the current level of trust in the team?
What specific actions and commitments need
to be made to increase trust?
How will the team hold team members
accountable for their commitments?
What should we do when someone on the
team fails to keep a commitment and trust is
undermined?
What should our process for regaining trust
in the team and team members?
From Team Building: Proven Strategies for Improving Team
Performance, Fourth Edition, 2007, pp. 57-59
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What causes lack of trust among staff
members?
What helps build trust among staff members?
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What managers said . . . . .
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What other employees said . . . . .
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Leadership Institute
The Training Point
Recovery-Oriented Systems of Care (ROSC)
Training of Facilitators (TOF) manual
Motivational Incentives—Promoting Awareness
of Motivational Incentives
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Competency: Team Building
Behavior #75: Inspires pride and team spirit
among team members
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Competency: Team Building
Behavior #76: Promotes an environment that
encourages collective problem-solving and
participative decision-making
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Competency: Team Building
Behavior #77: Seeks consensus among
diverse viewpoints to build commitment
Dialogue is a process of openly exchanging
ideas and opinions about a subject. To
promote respective, honest dialogue, we ask
that you use only “I” statements and that you
practice active listening.
From page 16 of the “Trainer
Manual” of The Training Point
“I” statements mean that you only refer to
yourself, and don’t make generalizations.
For example, don’t say “We believe that
this is the best way, when you really mean
that you believe it.
From page 16 of the “Trainer
Manual” of The Training Point
Active listening means that you really take
time to listen to what another person is
saying when he/she is talking. Don’t jump to
conclusions, make snap judgments,
monopolize or interrupt. Listen fully, pay
attention and try to understand.
From page 16 of the “Trainer
Manual” of The Training Point
Is there anything the program could have done differently so that you
would have continued attending?
No
67%
Yes
33%
Laudet, Stanick, & Sands, JSAT 2009
What could have been done differently so that you would
have continued attending (among ‘yes’)?
Greater flexibility
in scheduling
23%
Better
individualized
services
23%
Practical
assistance
11%
Help with other
areas of
functioning
18%
Better, more
caring staff
25%
Laudet, Stanick, & Sands, JSAT 2009
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Motivational Incentives is a term synonymous with
Contingency Management. It is based on
behavioral research indicating that when a behavior
is reinforced, it increases in frequency.
Positive reinforcement involves the presentation of
a positive stimuli after a desired behavior occurs.
from PAMI, Slide #10, presenter notes
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What a few members of each team have
learned here today cannot effective entire
teams
We may not have much influence on how our
colleagues back at the office work more
effectively on teams
The only person I can change is myself
What is needed is personal reflection
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Will step back and analyze his or her emotions
when under pressure
Able to put him or herself in someone else’s
place to understand reactions
Thinks before responding impulsively
Counts the cost of not being honest and
forthright in responses
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Knows which battles to pick
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Thinks ahead; is proactive rather than reactive
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Does not personalize a task-focused conflict
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Does not make something mean something; in
the absence of data we tend to make it up!
Others?
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Completes tasks on time or explains well in
advance why there will be a delay
Is quick to apologize for a mistake, a
misspoken word or a missed detail
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Will communicate honestly and directly
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Is not hooked by argumentative reactions
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Others?
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Be the change you want to see in the world.
Be the team member we want others to be in
our office.
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Share everything
Play fair
Don’t hit people
Put things back where you found them
Clean up your own mess
Don’t take things that aren’t yours
Say you’re sorry when you hurt somebody
Wash your hands before you eat
Flush
Warm cookies and cold milk are good for you
Live a balanced life—learn some and think some and dray and
paint and sing and dance and play and work every day some
Take a nap every afternoon
From All I Really Need to Know I Learned in
Kindergarten: Uncommon Thoughts on
Common Things, 1986, pp.4-6
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At your tables chose among the following:
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a saying,
an acronym,
a picture, or
a poem, etc.
to create a reminder of the main elements
your group believes are at the core of
Building Effective Teams
Summaries will be posted on the wall
Select a person to report on your creation
“Teamness” Assessment
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From The Five Dysfunctions of A Team: A
Leadership Fable by Patrick Lencioni, 2002:
Jossey-Bass, pp. 191-194
Includes scoring form
Working Together Effectively
Worksheet
 Clear
communication
 Managed conflict
 Building of trust
 Defined roles
 Positive atmosphere
 Solidarity of purpose