NEW of Copy of BOH4M - 2.2a - LN, Teams and Teamwork NEW.pptx

Team and Teamwork Agenda: ⦿ ⦿ ⦿ ⦿ Introduction to teamwork Building great teams Stages of teamwork development Types of teams Think-Pair-Share ⦿ THINK about both a good and a bad team experience that you’ve had. ⦿ PAIR with your group (the people at your table) ⦿ SHARE about your good and bad e...

Team and Teamwork Agenda: ⦿ ⦿ ⦿ ⦿ Introduction to teamwork Building great teams Stages of teamwork development Types of teams Think-Pair-Share ⦿ THINK about both a good and a bad team experience that you’ve had. ⦿ PAIR with your group (the people at your table) ⦿ SHARE about your good and bad experiences together. Definitions ➢ Team › A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results. ➢ Teamwork › The process of people actively working together to accomplish common goals Team and teamwork roles for managers: › Supervisor — serving as the appointed head of a formal work unit. › Network facilitator — serving as a peer leader an network hub for a special task force. › Participant — serving as a helpful contributing member of a project team. › External coach — serving as the external convenor or sponsor of a problem-solving team staffed by others. Roles for Managers Synergy › My Favourite Definition of Synergy: 1+1=3 › The creation of a whole that is greater than the sum of its parts. › A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved individually Usefulness of teams: › › › › › More resources for problem solving. Improved creativity and innovation. Improved quality of decision making. Greater commitments to tasks. Higher motivation through collective action. › Better control and work discipline. › More individual need satisfaction Effective teams … Achieve and maintain high levels of: 1. task performance ⚫ The team accomplishes its goals 2. member satisfaction ⚫ Members are happy with the team 3. viability for the future ⚫ They are able to stay together as a team Common problems in teams: 1. 2. 3. 4. 5. Personality conflicts. Individual differences in work styles. Ambiguous agendas. Ill-defined problems. Poor readiness to work. ⚫Lack of motivation. ⚫Conflicts with other deadlines or priorities. ⚫Lack of team organization or progress. ⚫Meetings that lack purpose or structure. ⚫Members coming to meetings unprepared. Activity - Good/Bad Teams As a table, make a t-chart on your paper Make the columns “Good Teams” and “Bad Teams” Imagine now that you’re a workplace team whose job it is to form a plan to boost morale in the workplace. List all the qualities of this team you can imagine that fit into either column. After you will share your findings with the class Building Great Teams = Norms + Cohesiveness Effects of team cohesiveness Cohesiveness › Cohesion means sticking to something. › The degree to which members are attracted to and motivated to remain part of a team. › Can be beneficial if paired with positive performance norms. Norms ➢ *Norms* › Behavior expected of team members. › Rules or standards that guide behavior. › May result in team sanctions. ➢ Performance norms › the level of work effort and performance that team members are expected to contribute to the team task. Guidelines for building positive norms: › Act as a positive role model. › Reinforce the desired behaviors with rewards. › Control results by performance reviews and regular feedback. › Orient and train new members to adopt desired behaviors. › Recruit and select new members who exhibit desired behaviors. › Hold regular meetings to discuss progress and ways of improving. › Use team decision-making methods to reach agreement Effects of team cohesiveness Discussion “Accountable Talk” on the following: 1.Do we understand “norms” and “cohesiveness”? 2.How do they connect? 3.Share our experiences together about (a) norms, and (b) cohesiveness. Types of Teams 1.Cross-functional teams › Members come from different functional units of an organization. › Team works on a specific problem or task with the needs of the whole organization in mind. › Teams are created to knock down “walls” separating departments 2. Belbin’s Team Roles Key take away: use as a checklist to confirm you have the correct mix of people for the job! Teams can be most successful when you have has many different roles as possible being represented. Team roles include ⦿ Chair/Coordinator - sets agenda, responsible ⦿ ⦿ ⦿ for making balanced team Shaper - tries to influence groups decisions (usually extroverted) Plant/innovator - generates ideas to solve problems Monitor/evaluator - analytical and objective, gives criticism Team roles include (continued) ⦿ Implementor - turns ideas into action (does not usually compromise) ⦿ Resource investigator - find required ⦿ ⦿ ⦿ resources and tries to find out what competition is up to Team Worker - brings team together to sort out any interpersonal issues Completer/finisher - tries to get the job done at any cost Specialist - technical expert in the field Reflection - Who are you? You’ve been forced into a group of 8-9. Even though Belbin doesn’t say groups NEED one of each, to help critically learn it, decide which one person best exemplifies each role. The Team Process Group Process (A.K.A. Group Dynamics) › The way the members of any team work together as they transform inputs (e.g., people, talents, materials, resources) into outputs (e.g., a finished product, a result) › Includes communications, decision making, norms, cohesion, and conflict, etc. Tuckman’s Stages of Group Development 1. Forming — initial orientation and interpersonal testing. 2. Storming — conflict over tasks and ways of working as a team. 3. Norming — consolidation around task and operating agendas. 4. Performing — teamwork and focused task performance. 5. Adjourning — task accomplishment and eventual disengagement. Task activities › Actions by team members that contribute directly to team’s performance purpose. › Include: ⚫Initiating ⚫Sharing Information ⚫Summarizing that Information ⚫Elaborating on that Information ⚫Opinion giving about that Information Maintenance activities › Support emotional life of a team as an ongoing social system. › Include: ⚫Encouraging ⚫Following ⚫Harmonizing (getting on the same page) ⚫Reducing tension Dysfunctional activities that detract from team effectiveness: › Being aggressive › Blocking (other’s opinions) › Seeking sympathy (I’m doing sooo much) › Competing › Withdrawal (fine then, I’ll just leave) › Horsing around › Seeking recognition › Social Loafing 7 Characteristics of highperforming teams: 1. A clear and elevating goal. 2. A task-driven, results-oriented structure. 3. Competent and committed members who work hard. 4. A collaborative climate. 5. High standards of excellence. 6. External support and recognition. 7. Strong and principled leadership. Teambuilding Activity – Your Team Building Experience ⦿ In your groups, write down on your whiteboard some team building activities in which you have participated (anywhere) ⦿ Make a list that looks like this: Team Building Activity What did we gain from it? Team building › A sequence of planned activities used to gather and analyze data on the functioning of a team and to implement constructive changes to increase its operating effectiveness.