Building Teams: A Five Day

Experiential Learning Event

Dr. Dan R. EbenerSt. Ambrose UniversityEbenerDanR@sau.edu

www.servantleadershipmodels.com

WELCOME TO CLASS

Visit with your classmates.

Mix around for a while. Introduce yourself. Do not yet open your

packet. Do not go through the

handouts.

Open your packet

Take out contents Name tent Puzzle piece

Find your team members – the matching pieces.

Find the missing pieces at the table.

Place your name tent at table that matches your teammates.

Exercise: Why Us?

Why are we a team? Meet in your team room. 25 minutes to introduce yourselves and

to discuss: Why you think you are a team.

Prepare to report to whole group. Prepare to introduce another member of

your team.

“We believe in teams.”

Group member introductions

Introduce another member of your group Name Place of Work Job Something else about

them

Logistics

Parking Building Cell phones Recycle bins Lunch Service projects Schedule for the

week

Team Building: Tuckman

Day One: Forming Day Two:

Storming Day Three:

Norming Day Four:

Performing Day Five:

Adjourning

Day One: Forming

• Feelings

• Behaviors

• Tasks

Exercise: Wisdom of Teams

Quiz on Katzenbach and Smith Taken individually in large

room. Taken as a group in your team

rooms – Consensus decision. Video tape the group

conversation. Instructions on camera

You have 25 minutes. Back here with both sets of

answers.

Individual and Team Scores over “The Discipline of Teams”

Mates Score Team Score

Difference

One

Two

Three

Four

Five

Average XXXXXXXX

What is a Team?

Definition of a Team(Katzenbach & Smith)

A team is a small number of people with complimentary skills who are committed to a common purpose,

set of performance goals, and approach for which they hold

themselves mutually accountable.

The Essence of Teams(Katzenbach & Smith)

Shared commitment to: Team purpose and goals. Working together. Mutual accountability. Open-ended discussion Active problem-solving. Assessing performance. Discussing, deciding and

doing real work together.

What is involved in Teamwork? (Katzenbach & Smith)

A set of values that fosters: Listening. Responding constructively. Giving the benefit of the

doubt. Providing support. Recognizing the interests of

others. Giving credit to others for

their achievements.

Work Groups vs. Teams

Work Groups:� Strong, clearly

focused leader.� Individual

accountability.� Group purpose

is the same as the broader organization.

� Individual work products.

Teams:� Shared leadership

role.� Individual & group

accountability.� Team purpose

defined by the team itself.

� Collective work products.

Work Groups vs. Teams

Work Groups:� Meetings are

usually tell-us events.

� Effectiveness measured indirectly (through org. performance)

� Discusses, decides, delegates.

Teams:� Meetings are

forums for open discussion and problem solving.

� Effectiveness measured directly by evaluating collective work products.

� Discusses, decides, does own work together.

The Wisdom of Teams

Stages of Team Development(Tuckman & Jensen)

Forming Storming Norming Performing Adjourning

Team

Mat

uri

ty

Mature(efficient,effective)

Immature(inefficient,ineffective)

Failure

FailureFailure

Stage

From Hellriegel & Slocum (2004). Organization Behavior. Mason, OH: Thompson-Southwestern

Stages of Team Development

(Tuckman & Jensen)

Forming Defining goals and tasks, getting

acquainted.Storming

Working through conflict, hostility and strong feelings.

Norming Setting rules, agreeing to processes,

building team cohesion.Performing

Achieving results effectively and efficiently.

Adjourning

Stages of Team Development

(Tuckman & Jensen)

Forming: Defining goals. Outlining tasks. Reviewing procedures. Getting acquainted. Understanding

leadership and member roles.

Stages of Team Development

(Tuckman & Jensen)

Storming: Conflict over work

behaviors. Conflict over goals. Conflict over roles and

responsibilities. Hostility and strong

feelings.

Stages of Team Development

(Tuckman & Jensen)

Norming: Agreeing to decision-

making process. Setting of rules and

norms. Establishing a culture of

acceptable behaviors. Leading to commitment

and cohesion.

Stages of Team Development

(Tuckman & Jensen)

Performing: Achieving results effectively

and efficiently. Accepting roles and

responsibilities. Value interdependence of

work. Working collaboratively. Ultimately, learning and

developing from team experiences.

Essential Characteristics of Real Teams

Committed to a common purpose.

Purpose is translated into tough specific performance goals.

Small size: 2-25. Complementary skill

mix. Specific real work for all

members. Group accountability.

Common Purpose

No common purpose = No team.

Typically a response to an outside demand.

Gives: Direction. Momentum. Commitment.

Purpose: Translates intotough specific Goals

Goals: Forge work groups into

teams. Compel, energize,

motivate. Facilitate clear

communication. Enhance constructive

conflict. Maintain team focus on

achieving results.

Small Size of Teams

2 to 25. Majority less than 10. Logistical problems. Bonding and

relationship building. Meetings are work

sessions not a distraction.

Size and Number of Relationships

2 = 1 relationship 3 = 3 relationships 4 = 6 relationships 5 = 10 relationships 6 = 15 relationships 7 = 21 relationships 8 = 28 relationships Then: 36, 45, 55, 66,

78… 14 = 92 relationships

in the group.

Complementary Skill Mix

Technical or functional expertise

Problem-solving and decision making

Interpersonal

Specific and real work for all members

Working together for Common Goal.

Matching and integrating tasks/skills.

Everyone does equivalent amounts of real work - No management drones.

Group Accountability

Work group becomes a team when it holds itself accountable: mutual accountability. picking up for team.

Group goals. Group reward and

recognition.

Three Types of Teams

Teams that Recommend things.

Teams that Run things.

Teams that Make or Do things.

Conclusion

Move to teams when: Performance objectives require collective work. Work requires integration of multiple skills,

perspectives and experience. Likely areas:

Customer service . Total quality management. Kaizan (continuous improvement and innovation). Strategic alliances. Complex multi-functional projects/operations.

Most important factor: Clear and compelling Goals

Team Exercise:Analyze the Exchange

Return to Team Rooms. Run the video tape of your

discussion of the answers – Run 10 minutes of tape.

What do you see as you watch the exchange?

Use the “Team Work Analysis Sheets”.

Back in 35 minutes.

Team Meeting Analysis Sheet

Let’s examine our interaction.

Will use this form for several meetings.

Return to Big Room in 30 minutes.

Be prepared for to share one Plus and one Delta in Large Group Discussion.

Team Meeting Assessment

Plus

Delta

What can your group do differently the next time?

Report Back

Tell us what you saw?

What was effective?

What was ineffective?

What can you do better next time?

How is a Jigsaw Puzzle like an Effective Team?

Patrick Lencioni

Absence ofTrust

The Five Dysfunctions of Teams (Patrick Lencioni)

Invulnerability

Absence ofTrust

Fear ofConflict

The Five Dysfunctions of Teams (Lencioni)

Artificial Harmony

Absence ofTrust

Fear ofConflict

Lack ofCommitment

The Five Dysfunctions of Teams (Lencioni)

Ambiguity

Absence ofTrust

Fear ofConflict

Lack ofCommitment

Avoidance ofAccountability

The Five Dysfunctions of Teams (Lencioni)

Low Standards

Absence ofTrust

Fear ofConflict

Lack ofCommitment

Avoidance ofAccountability

Inattention to

Results

The Five Dysfunctions of Teams (Lencioni)

Status and Ego

The Five Functions

They trust one another.

They engage in open and honest conflict around tasks and ideas.

They commit to group goals and decisions.

They hold each other accountable.

They achieve collective results.

Team Models

TuckmanFormingStormingNormingPerformi

ngAdjournin

g

Lencioni

TrustConflictCommitmentAccountabilityResults

Wilderness Survival

Read instructions. Answer individually first (in large group room). Tape interaction of your team (in small team room). Report your scores to the rest of your team. Make consensus decisions on each of the items. Be prepared to report back to the rest of the class. The instructor will share the experts’ answers to

this case.

Which items are most important for your survival??

Team Decisions

Avoid arguing for your own individual judgments. Approach the task on the basis of logic.

Avoid changing your mind if it is only to reach agreement and avoid conflict.

Support only solutions with which you are able to agree or at least you can live with the answer.

Avoid "conflict-reducing" techniques such as majority vote, averaging, or trading in reaching your decision.

View differences of opinion as a help rather than a hindrance in decision-making.

Record your discussion for 30 minutes.

Expert Decision

Discuss method for decision-making.

Receive experts’ scores. Calculate individual and

group scores. Calculate persuasion

scores. Post and discuss.

Team Exercise

Analyze “Wilderness Survival” exchange on your team’s video.

Run tape, mark worksheet, discuss.

Complete “Team Analysis worksheet”.

Return in one hour. Be prepared to share one Plus and

one Delta for your group interaction.

Team Meeting Assessment

Plus

Delta

What can your group do differently the next time?

Team Exercise: Your Identity

Design your own team T-Shirts. Team Name, Motto, Logo, Colors. Try on shirts. Return to big room. Show off your designs. Explain your choices.

Summing and Looking Ahead

Building relationships and forming our teams.

Wear Team Shirts on Thursday.

Tomorrow meet at Panera at 8 a.m.

Later we will return here by 10 a.m.

References

Katzenbach, J. R. and Smith, D. K. (1993). The wisdom of teams. Boston: Harvard Business School Press.

Katzenbach, J. R. and Smith, D. K. (2005). The discipline of teams. Harvard Business Review, 83 (7), 162-170.

Lencioni, P. (2002). The five dysfunctions of a team. San Francisco: Jossey-Bass.

Tuckman, B and Jensen, M. A. (1977). Stages of small-group development revisited. Groups and organization studies, 2, 419-442.