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Teaming Skills for SuccessTeaming Skills for Success
Don Heer10/8/08
Adapted from Terri Fiez, Director, School of EECS
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Outline
Why Teams?
Get to Know Yourself & Your Teammates
Life Cycles of Teams
Team Roles and Responsibilities
Team Meetings
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Why Teams?
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Teams Can Outperform Individuals
Complex tasks
Creativity needed
Path forward unclear
More efficient use of resources needed
Fast learning required
Task/process cross functional
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Learning from the Geese Analogy
When each bird flaps its wings, it creates an uplift for the bird immediately following. By flying in a V formation, the whole flock adds at least 71% greater flying range than if each bird flew alone.
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Goose Falls Out of Formation
When goose falls out to seek more favorable conditions rest of flock leaves space open as encouragement.If a more favorable conditions are found, flock reforms around the “loner”.If not, the flock slows its pace to allow the “loner” back into position.
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“Loner” Stays Out
No effort is made to return, flock closes ranks.
Loner either tires from drag/resistance and tag onto end of “V” or will be lost to flock.
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Goose Rotation
When a goose gets tired, it rotates back in the flock and another goose takes over the point.
Geese honk from behind to encourage those in front to keep up their speed.
Honk, honk
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Sick/Wounded Goose
Two other geese fall out to follow and protect sick/wounded goose.
Stay with goose until recovers or can not longer continue.
Then launch out on their own or with another formation to catch up with their flock.
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Get to Know Yourself & Your Teammates
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Knowing Yourself & Your Teammates
Personality styles: Myers-BriggsSocial Styles
Why? Aids in improving communication with peers and supervisorsHow does it help? Influences how you act on what you say or do and your effectiveness in communication.What it is not… Innermost workings of your personality or beliefs or values!!!
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Behavioral Dimensions & Strengths of 4 Basic Social Styles
Key here: No single social style works best Flexibility in working with others of other social
styles is important for success
Analytical(Strengths: Logical,Thorough, Serious,Systematic, Critical,Precise, Prudent)
Driver(Strengths: Independent,
Candid, Decisive,Pragmatic, Determined,
Efficient, Objective)
Amiable(Strengths: Cooperative,
Loyal, Supportive,Diplomatic, Patient,
Easygoing, Respectful)
Expressive(Strengths: Imaginative,Friendly, Enthusiastic,Outgoing, Excitable,
Persuasive, Spontaneous)
Task Oriented
AssertiveReflective
People Oriented
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Teams Often Require 4 Types
The people person (Amiable)
The thought person (Analytical)
The action person (Driver)
The front person (Expressive)
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Weaknesses of Social StylesStyle Strengths Weaknesses
Amiable
(Stretch)
Supportive
Easygoing
Conforming
Permissive
Analytical
(Decide)
Precise
Systematic
Exacting
Inflexible
Driver
(Listen)
Determined
Objective
Dominating
Insensitive
Expressive
(Restrain)
Enthusiastic
Imaginative
Undisciplined
Unrealistic
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Basic Social Styles & Communication Orientation
Analytical(Process-Oriented)
Communicates about:Facts & Figures
Policies & OrganizationPlanning & Forecasting
Analysis & Control
Driver(Action-Oriented)
Communicates about:Getting Things DoneObjectives & Results
Performance & ProductivityEfficiency & Moving AheadDecisions & Achievements
Amiable(People-Oriented)
Communicates about:Needs & Motivations
Teamwork & Team SpiritFeelings & Beliefs
Values & self-Devleopment
Expressive(Idea-Oriented)
Communicates about:Innovation & Change
New Ways of Doing ThingsCreativity & PossibilitiesAlternatives or Options
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Flexing to Different Social StylesFlexing to Amiables Flexing to Analyticals Flexing to Drivers Flexing to Expressives•Be relaxed & moderately paced, have comfortable posture, speak softly, avoid harshness in voice•Make person-to-person contact when possible. Be genuine. Don’t engage in lengthy “small talk” •Communicate patiently•Mutually agree on goals•Offer personal assurance•Maintain ongoing contact more than with other social styles
•Be on time.•Be moderately paced; lean back somewhat; avoid loud voice.•It is better to be more rather than less formal in clothing, speech manners.•Get to business quickly; be prepared, systematic, factual, logical, exact but still keep a human touch.•Show why this approach is best and has relatively little risk. Don’t exaggerate the advantages; these people are turned off by overstatement•When possible, allow them to proceed deliberately, even slowly.•When they are too indecisive, encourage them to make a decision but refrain from making it for them.
•Be on time•Be energetic and fast paced; have erect posture and direct eye contact.•Get to business quickly, use time efficiently.•Be specific, clear, and brief. Don’t over explain, ramble, or be disorganized. From the beginning to end, focus on results.•Select the key facts, and use them when making your case. Present them logically and quickly.•Provide a limited number of options so that the Driver can make his or her own choice.•Provide data about the plusses and minuses of the options.•Stay on the topic; keep the pace up; and honor time limits.•If at all appropriate, ask directly for a decision.•Depart quickly buy graciously.
•Be energetic and fast paced; have erect but not stiff posture and direct eye contact.•Allow time for socializing. Talk about experiences, opinions, and people. Tell about yourself, too. To a degree, adopt their entertaining, fun-loving behavior.•Expressives like arguments, to a point. Avoid becoming too dogmatic even when they are.•Discover their dreams and intuitions. •In support of your ideas, use testimonials from people they like or see as prominent.•Focus first on the “big picture.” Follow up with action plans and details•Tap their competitive spirit.•Find a way to have fun while achieving the objective.•Paraphrase agreements.•Keep a balance between flowing with the Expressive and getting back on track.
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Exercise
Break up into design teams and determine what social style each of you are.
Share these styles and discuss how you will work together to complete your project.
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Life Cycles of Teams
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Life-Cycles of TeamsFour Stages Teams go throughEach stage (and how it is managed)
impacts the team’s effectiveness
Forming Storming
Performing Norming
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Time Life-CycleStage Characteristics
(Relationship Issues)
Task Leadership Style
Forming Testing, Dependence,
Accommodating
Orientation Directive; Expert
Storming Intra-team conflict, competing, differentiating
Organization Selling, Encouraging; coach
Norming Development of team cohesion; mutuality
Reconciliation
Acceptance
Cohesion
Supportive facilitator (work with “we”)
Performing Functional role, relatedness, collaborating
Synergistic, Problem solving
Delegation
Consultant
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Team Life-Cycle: Forming
Anxious, excited, fearful, anticipation
Who are the others?
What’s going to happen?
Will I have an influence?
Will I be accepted?
How will we function?
Polite communications
Leader-dependence
Conformance
Attempts to determine how to deal with group problems
Attempts to define the task and potential solutions
Attempts to determine acceptable group behavior
Feelings Behaviors
“Members of a team want to know that they have a chance of being successful,And that someone has a plan and enough information to get them off to a goodStart toward that success.”
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Leadership Response to Forming
Leadership Strategy: Get team Oriented Stress personal
responsibility for contributing interdependently
Stress assisting others & effective relationships
Positive confrontation Build trust and role clarity Provide structure, specificity
& next steps
Suggested TacticsInitiate introductionClarify task/goals & product or servicesDefine general operating proceduresMake assignmentsState & give examples of your expectationsSet expectations that integrate with the work, NOT add to itReward conformityOrganize the groupSolicit questions & give as much information as necessary to get everyone oriented
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Team Life-Cycle: Storming
Why should I conform?I don’t want to take personal responsibilityI’d rather just keep doing the things I’m confortable doing…Status quoResistance to changeSelf-centeredness & self-interest
Arguing, positioningCounterdependence & independenceChallenge authority of leadershipCriticizingComparingComplainingCompetingStyle differences clash, especially on the diagonalAttempt to differentiate from the group & create autonomyDefensiveness
Feelings Behaviors
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Leadership Response to Storming Stage
Leadership Strategy: organize, coach, & encourage Accept storming behaviors
as natural Help members establish
their autonomy & individualism
Coach in problem solving & conflict resolution that uses team goals as the denominator
Strive to get team members to commit to each others success
Suggested TacticsSolicit issuesConfront individual & team issuesListen, reason & negotiate (win-
win)Use a consistent model for
problem solvingUse goals as the basis for
solutionsEnsure operating structure &
principles are understoodGive members encouragement
one-to-one or privatelyClarify roles & contributions of
respective membersCoach & model desired approach
to problem solving & collaboration
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Team Life-cycle: Norming
Sustained optimismSense of common purposeSense of achievement
Conflict avoidanceLeader-dependence change to member-dependenceProcedures imposed internallyMutually establishedAcceptance of team membershipConstructive criticismPeacekeepingCollaborationOwnership of taskNorms & principles are adhered to & monitored
Feelings Behaviors
“Once they’ve got their issues addressed and their roles clear, they needOpportunities to go to work—collaboratively—and have a few successes.”
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Leadership Response to NormingLeadership Strategy: facilitate the work & continue building Create & facilitate team
efforts where appropriate Move toward greater
participation & team operation of the work
Foster & reward collaboration
Strengthen relationships
Suggested Tactics:Create opportunities for collaboration & successReward collaborationAcknowledge in private the growth & efforts of individualsSolicit ideas from the teamShare decision making as appropriateCreate opportunities for dialogueKeep activities in the context of the workEmploy mehtodologies that safely force participation & contributionPull team into participation in assessing the team’s effectiveness & making improvements
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Team Life-Cycle: Performing
Feelings Personal commitment to
each other High trust, regard, &
respect Ownership of goals &
role Synergy, pride &
gratitude
Behaviors Support & assistance to
each other High dependability Heightened productivity Excellent role execution Effective management of
controversy & conflict Balanced task &
relationship concerns“…Then, get out of the way. An effective targeted team doesn’tNeed a leader meddling in the work; they need a leader who is out aheadOf them removing barriers, garnering support, touting theirAchievements, and verifying the strategic direction.”
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Leadership Response to Performing Stage
Leadership Strategy: Provide organization air-cover & be a consultant to the team Hand-off more of the
ownership & operations to the team
Maintain effectiveness & productivity of the team
Provide organization “air-cover”
Act as consultant on major issues
Promote the team’s capabilities & achievements
Suggested Tactics Delegation Create opportunities for team
to dialogue Share leadership Effective use of team
members’ compensating strengths & expertise to your own
Eliminate impending barriers for the team
Obtain support & resource for the team
Publicize team’s accomplishments
Periodic reality checks of strategic directions/efforts
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Roles & Responsibilities
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Roles & Responsibilities
Leader/Facilitator
Recorder
Reporter
Reflector
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Team Leader/Facilitator Responsibilities
Keep meeting focused & moving
Open meeting
Review agenda & move through agenda
Facilitate discussions
Manage participation
Help team use appropriate discussion methods
Close the meeting
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Skills and Abilities associated with Leaders*
Technical: knowledge about the team’s specific tasks or activities (THINGS)Interpersonal: knowledge of how to work with others and to help others work with each other (PEOPLE)Conceptual: knowledge about ideas, concepts, ability to hypothesize (IDEAS)*Katz (1955), Muford, Zacarro, Harding (2000)
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Recorder Responsibilities
Capture key points for each agenda item
Highlight decisions and action items
Collect future agenda items
Distribute or post minutes
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Reporter Responsibilities
Capture the key results from discussion
Present these results to the group when solicited
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Reflector Responsibilities
Monitor the process the team is using in activity
Present to the group the effectiveness of team activity. Reflect on the process: Areas of strength, rough areas and areas for improvement
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Group Meetings
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Setting Team Meeting Ground Rules
Attendance & Lateness
Norms
Participation & Information Sharing
Interruptions
Decision Making
Quality of Work
Others
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Basic Team IssuesGoals – What is the team trying to accomplish?Roles – What should each member be doing to help the team accomplish its goals?Interpersonal – How are we going to get along and what are we going to do when we’re not getting along?Synergy – How can we best learn from each other?Sanction – How will we handle situations when people are not following the team charter and/or not fulfilling their obligation to the team, including doing their portion of the project?
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Guidelines for Teams
Meet at least weeklyMeeting should be used to:Share results of individualsReview upcoming activitiesCheck teams’ progress
Identify specific rolesPrepare, conduct and determine what happens between meetings
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Meetings
Be preparedCome on timeParticipateEnd on timeBe prepared to drop a topicKeep recordsValue diversityMaintain positive group dynamicsListen and have an open mindSummarize decisions and future plans before leaving
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Exercise
Get into teamState project goalsName your teamShare contact informationEstablish timeline and assign tasksEstablish ground rules
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Evaluation of Group Activities
How did this meeting go?How was the pace, flow, and tone of the meeting?Did we handle items in a reasonable sequence? Did we get stuck?How well did we stay on topic? Discuss information? Respond to other’s questions?What might we do differently? What should we do that we didn’t do? Do more of? Do less of ? Not do at all?What was just right and should continue as is?Other comments, observations, recommendations?
Use round-robin comments, written evaluations, open discussion, thumbs up, sideways, down.
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References
http://tlt.its.psu.edu/suggestions/teams/ Benefits of Teamwork | Roles on a Team | Organizing Project Work | Team Meetings | Communicating in Teams | Conflict
Resolution Tips | Bad Behaviors - Dealing with Unproductive Team Member
http://www.foundationcoalition.org/home/keycomponents/student_teams.html Understanding Conflict and Conflict Management Effective Interpersonal/Intrateam Communication Understanding Small-group Dynamics
http://www.schreyerinstitute.psu.edu/pdf/PuzzledAboutTeams.pdf#search=%22puzzled%20about%20teams%22 Puzzled about teams…
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Why Brainstorming?Why Brainstorming?
Builds interpersonal expertise because all students participate
Quiets the loudest talker and prevents quick solutions
Develops a skill that is useful in project management
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Verbal Brainstorming: Verbal Brainstorming: ProcedureProcedure
Present a carefully designed problem
Appoint a facilitator to safeguard the process and a recorder to capture ideas
Recorder copies all suggestions on board/easel as they are named
Take a moment to think about the problem before addressing it verbally
Ground rules: No discussion, no reaction, no judgment
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Non-Verbal Brainstorming: Non-Verbal Brainstorming: Why Brainwrite?Why Brainwrite?
Sometimes called “brainwriting” instead of brainstorming
Useful with controversial, emotionally charged topics, or when building upon ideas is more important than creating a wide range of options
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Pass around sheet of paper with topic to be addressed written at the top. First person WRITES an idea and each other team member builds on, or adds, to ideas noted Done silentlyCycle paper 3-4 times around group or
until people run out of ideas
Brainwriting: ProcedureBrainwriting: Procedure