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Team DynamicsTeam Dynamics
Tools and Tips for Team-based LearningTools and Tips for Team-based Learning
R. Keith Stanfill, Ph.D., P.E.R. Keith Stanfill, Ph.D., P.E.Director, IPPDDirector, [email protected]@ufl.eduwww.ippd.ufl.eduwww.ippd.ufl.edu
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
AgendaAgenda
Motivation for using teams in the Motivation for using teams in the classroomclassroom
Forming teamsForming teams Promoting teamworkPromoting teamwork Assessing teamsAssessing teams Dealing with problemsDealing with problems
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
ReferencesReferences
[TMJ] [TMJ] The Team Memory Jogger, GOAL/QPC and Oriel , GOAL/QPC and Oriel Inc., 1995, ISBN 1-879364-51-4 Inc., 1995, ISBN 1-879364-51-4
[TQM] “An Introduction to TQM: Team Management / [TQM] “An Introduction to TQM: Team Management / Effective Meetings,” Dr. Diane Schaub, 1 Nov. 2004, UF. Effective Meetings,” Dr. Diane Schaub, 1 Nov. 2004, UF. http://www.ise.ufl.edu/ein3101c/classdocs/Fall04/IntroTQM.ppt
[Wilde] TEAMOLOGY: The Construction and Organization [Wilde] TEAMOLOGY: The Construction and Organization of Effective Teams, Douglass J. Wilde, Design Division, of Effective Teams, Douglass J. Wilde, Design Division, Mechanical Engineering, Stanford University, 2007Mechanical Engineering, Stanford University, 2007http://wikibox.stanford.edu:8310/06-07/Public/Leifer_Supporting_Literature/http://wikibox.stanford.edu:8310/06-07/Public/Leifer_Supporting_Literature/Wilde_Teamology_2007.pdfWilde_Teamology_2007.pdf
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
AgendaAgenda
Motivation for using teams in the Motivation for using teams in the classroomclassroom
Forming teamsForming teams Promoting teamworkPromoting teamwork Assessing teamsAssessing teams Dealing with problemsDealing with problems
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Why Use Teams?Why Use Teams?
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
What Makes a Good What Makes a Good Team?Team? The pit crewThe pit crew
changes 4 tires,changes 4 tires,refuels the car,refuels the car,& cleans the& cleans thewindshield—all windshield—all in <20 sec.in <20 sec.
How?How?http://www2.raisport.rai.it/news/sport/f1/200107/30/3b6556cf03dbc/8barripit.jpg
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
What Makes a Good What Makes a Good Team?Team?
Exercise:Exercise: Think silently for a Think silently for a
minute, and then get minute, and then get with your neighborswith your neighbors
List characteristics List characteristics of good teamsof good teams
http://www.3trpd.co.uk/images/jordan/pit-crew-w400.jpg
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
TeamworkTeamwork
Successful teams have:Successful teams have:– – – – – –
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
AgendaAgenda
Motivation for using teams in the Motivation for using teams in the classroomclassroom
Forming teamsForming teams Promoting teamworkPromoting teamwork Assessing teamsAssessing teams Dealing with problemsDealing with problems
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Team FormationTeam Formation
ConsiderConsider– Duration of activityDuration of activity– Difficulty of activityDifficulty of activity– Diversity of thoughtDiversity of thought– OutcomeOutcome
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Formation ProcessFormation Process
Ad hocAd hoc RandomRandom Self-selectedSelf-selected SystematicSystematic Constrained self-selectionConstrained self-selection
What are the pros and cons of each?What are the pros and cons of each?
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Systematic ApproachSystematic Approach
Teamology [Wilde]Teamology [Wilde]– Creates cognitively diverse teamsCreates cognitively diverse teams– Questionnaire-based process (can Questionnaire-based process (can
use MBTI results)use MBTI results)– Simple sortingSimple sorting– Useful for constrained self-selectionUseful for constrained self-selection
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Does it Work?Does it Work?
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Lincoln Awards with Perception Lincoln Awards with Perception & Decision Making (Judgment) & Decision Making (Judgment) GuidanceGuidance
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
TeamologyTeamology
Great for 4-person teamsGreat for 4-person teams
Will the team members get along?Will the team members get along? If a team is not well-balanced If a team is not well-balanced
cognitively, can they still succeed?cognitively, can they still succeed?
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
AgendaAgenda
Motivation for using teams in the Motivation for using teams in the classroomclassroom
Forming teamsForming teams Promoting teamworkPromoting teamwork Assessing teamsAssessing teams Dealing with problemsDealing with problems
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
TeamworkTeamwork
Stages of Team GrowthStages of Team Growth– Forming: Initial team formationForming: Initial team formation– Storming: Reality hits. Conflicts.Storming: Reality hits. Conflicts.– Norming: Relationships are Norming: Relationships are
established.established.– Performing: Highly effective and Performing: Highly effective and
cohesivecohesive[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Common to All TeamsCommon to All Teams
Roles & responsibilitiesRoles & responsibilities Individual workIndividual work Team workTeam work Meetings Meetings
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Lincoln Award QualityLincoln Award Quality
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Building Teamwork:Building Teamwork:Basic RulesBasic Rules Communicate goalsCommunicate goals Ask for ideas (just say yes!)Ask for ideas (just say yes!) Involve everyoneInvolve everyone Reinforce participation and Reinforce participation and
teamworkteamwork Provide active supportProvide active support
[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
First Meeting First Meeting ActivitiesActivities IntroductionsIntroductions Collect and distribute contact infoCollect and distribute contact info Establish time for regular meetingsEstablish time for regular meetings Establish team roles & normsEstablish team roles & norms Build a team identityBuild a team identity
– Come up with a creative team nameCome up with a creative team name– Develop a team logoDevelop a team logo
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
AgendaAgenda
Motivation for using teams in the Motivation for using teams in the classroomclassroom
Forming teamsForming teams Promoting teamworkPromoting teamwork Assessing teamsAssessing teams Dealing with problemsDealing with problems
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Evaluating TeamsEvaluating Teams
MJ and IMJ and I
Use multiple evaluation toolsUse multiple evaluation tools– Team deliverablesTeam deliverables– PresentationsPresentations– Peer assessmentsPeer assessments
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Peer AssessmentsPeer Assessments
ElementsElements Self evaluationSelf evaluation Peer evaluationsPeer evaluations Open-ended commentsOpen-ended comments
OptionalOptional RankingsRankings Points distributionPoints distribution
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Improving Improving AssessmentsAssessments Develop rubrics that include expectationsDevelop rubrics that include expectations
– i.e. Leadership: 5 = inspires team by consistently i.e. Leadership: 5 = inspires team by consistently and clearly defining tasks and expectations for and clearly defining tasks and expectations for completion, delegating a balance of task-oriented completion, delegating a balance of task-oriented and creative activities, setting a good example by and creative activities, setting a good example by always being on time and meeting commitments; 3 always being on time and meeting commitments; 3 = defines tasks for delegation and frequently = defines tasks for delegation and frequently defines expectations, meets most commitments; 1 defines expectations, meets most commitments; 1 = rarely prepared and very little follow through= rarely prepared and very little follow through
Make assessments mandatoryMake assessments mandatory Web-enabled for consolidation and Web-enabled for consolidation and
anonymous distributionanonymous distribution
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
AgendaAgenda
Motivation for using teams in the Motivation for using teams in the classroomclassroom
Forming teamsForming teams Promoting teamworkPromoting teamwork Assessing teamsAssessing teams Dealing with problemsDealing with problems
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Team ProblemsTeam Problems
Conflict & disagreementsConflict & disagreements Power & authorityPower & authority Overbearing expertsOverbearing experts Lack of focusLack of focus Too much agreementToo much agreement Uneven participationUneven participation Lack of follow-throughLack of follow-through [TMJ]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Conflict & Conflict & DisagreementsDisagreements Some conflict & disagreement is a Some conflict & disagreement is a
good thinggood thing Must often balance conflicting Must often balance conflicting
ideas to make good choices and ideas to make good choices and decisions decisions
Never disagreeing is a bad thingNever disagreeing is a bad thing
Recognizing problems…Recognizing problems…[TMJ]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Conflict & Conflict & DisagreementsDisagreementsImportance of dealing with itImportance of dealing with it Arguing for the sake of arguingArguing for the sake of arguing
– Wastes everyone’s timeWastes everyone’s time Taken as a sign ofTaken as a sign of
– Unhappiness with the teamUnhappiness with the team– Unwillingness to get alongUnwillingness to get along
Be proactive—don’t let problems Be proactive—don’t let problems festerfester
[TMJ]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Dealing with Dealing with DisagreementsDisagreements ListenListen Clarify core issue—list areas of Clarify core issue—list areas of
agreement & disagreementagreement & disagreement ““Let’s all take 5 minutes to think Let’s all take 5 minutes to think
silently about these issues…”silently about these issues…” Periodically check your Periodically check your
understanding of the understanding of the disagreementdisagreement
[TMJ]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Improving ObjectivityImproving Objectivity
Focus on the topicFocus on the topic Avoid judgmental languageAvoid judgmental language Make an honest effort to Make an honest effort to
understand each point of viewunderstand each point of view Encourage feuders to ask for Encourage feuders to ask for
help!help![TMJ]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
SummarySummary
MotivationMotivation Formation strategiesFormation strategies Promoting teamworkPromoting teamwork AssessmentAssessment Handling problemsHandling problems
Questions?Questions?
Back UpBack Up
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Lincoln Awards toLincoln Awards toUnguided Stanford TeamsUnguided Stanford Teams
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Lincoln Awards with Information Lincoln Awards with Information Collection (Perception) Collection (Perception) GuidanceGuidance
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Mean Number of RolesMean Number of Roles
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Jungian DomainsJungian Domains
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
KeywordsKeywords
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Cognitive Mode & Planning Cognitive Mode & Planning Group KeywordsGroup Keywords
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Cognitive Mode &Cognitive Mode & Team Role Keywords Team Role Keywords
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Team ProblemsTeam Problems
Conflict & disagreementsConflict & disagreements Power & authorityPower & authority Overbearing expertsOverbearing experts Lack of focusLack of focus Too much agreementToo much agreement Uneven participationUneven participation Lack of follow-throughLack of follow-through [TMJ]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
TeamworkTeamwork
Successful teams have:Successful teams have:– Clear goals and plansClear goals and plans– Clear communicationsClear communications– Awareness of behaviors and Awareness of behaviors and
interactions.interactions.
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Holding MeetingsHolding Meetings
The wrong way:The wrong way: Call a meetingCall a meeting Wait for people to show…Wait for people to show… Try to decide why we’re here…Try to decide why we’re here… Begin discussion. Run out of time. Begin discussion. Run out of time.
People begin to leave…People begin to leave…
Meeting over!Meeting over!
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Holding MeetingsHolding Meetings
The right way:The right way:– – – – – –
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
How to BeginHow to Begin
Problem Solving
People Skills Task Skills
Team Methodologies
- Approaches
- Tools
Team Dynamics
- Meetings
- Roles[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Team Meeting Team Meeting FunctionFunction Team meetings are: a time to share Team meetings are: a time to share
information and plan for a concerted information and plan for a concerted effort by the team.effort by the team.
Team meetings are not: a place to Team meetings are not: a place to work on individual assignments.work on individual assignments.
Team meetings should be: well Team meetings should be: well organized, and make good use of time.organized, and make good use of time.
Team meetings should not be: too Team meetings should not be: too long, ad-hoclong, ad-hoc
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
How to Have Effective How to Have Effective MeetingsMeetings Making an agendaMaking an agenda Meeting rolesMeeting roles Code of conductCode of conduct Parking lotParking lot Meeting effectiveness surveyMeeting effectiveness survey Have fun!Have fun!
[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Making a Meeting Making a Meeting AgendaAgenda What: What: Provides a overview of what is to be Provides a overview of what is to be
covered during the meetingcovered during the meeting Why: Why: To keep on-track and on-time, plus To keep on-track and on-time, plus
provides a record of progressprovides a record of progress When: When: Before the meeting starts, Before the meeting starts, creating creating
the agenda for the NEXT meeting should be the agenda for the NEXT meeting should be the last agenda item in the CURRENT meetingthe last agenda item in the CURRENT meeting
How: How: -Includes where/when meeting is held.-Includes where/when meeting is held.- Lists items and times to be discussed.Lists items and times to be discussed.- Records deliverables, who, what, whenRecords deliverables, who, what, when
[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
How to Have Effective How to Have Effective MeetingsMeetings Making an agendaMaking an agenda Meeting rolesMeeting roles Code of conductCode of conduct Parking lotParking lot Meeting effectiveness surveyMeeting effectiveness survey Have fun!Have fun!
[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Roles for MeetingsRoles for Meetings
Team LeaderTeam Leader – Executes the agenda. Helps – Executes the agenda. Helps eliminate barriers. Provides meeting planner.eliminate barriers. Provides meeting planner.
RecorderRecorder – Takes and publishes meeting notes. – Takes and publishes meeting notes. Should not be the Team Leader.Should not be the Team Leader.
ScribeScribe – Gets ideas to flipchart or board – Gets ideas to flipchart or board TimekeeperTimekeeper – Keeps group to the agenda – Keeps group to the agenda Process observerProcess observer – Enforces the code of conduct. – Enforces the code of conduct. OthersOthers: Spokesperson, Monitor: Spokesperson, Monitor
NOTE: NOTE: Not all roles required for all meetings!Not all roles required for all meetings![TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
How to Have Effective How to Have Effective MeetingsMeetings Making an agendaMaking an agenda Meeting rolesMeeting roles Code of conductCode of conduct Parking lotParking lot Meeting effectiveness surveyMeeting effectiveness survey Have fun!Have fun!
[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Meeting NormsMeeting Norms
Start on timeStart on time End on timeEnd on time Decision making styleDecision making style
– ConsensusConsensus– Majority voteMajority vote– Plurality votePlurality vote
Publish meeting notes within 24hPublish meeting notes within 24h
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
How to Have Effective How to Have Effective MeetingsMeetings Making an agendaMaking an agenda Meeting rolesMeeting roles Code of conductCode of conduct Parking lotParking lot Meeting effectiveness surveyMeeting effectiveness survey Have fun!Have fun!
[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Parking LotParking Lot
For capturing ideas not on the For capturing ideas not on the agendaagenda
May be handled offline or in the May be handled offline or in the next meetingnext meeting
[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
How to Have Effective How to Have Effective MeetingsMeetings Making an agendaMaking an agenda Meeting rolesMeeting roles Code of conductCode of conduct Parking lotParking lot Meeting effectiveness surveyMeeting effectiveness survey Have fun!Have fun!
[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Here is one example of a form that you could use…
This survey should be completed as a team, or by an outside observer
[TQM][TMJ]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
How to Have Effective How to Have Effective MeetingsMeetings Making an agendaMaking an agenda Meeting rolesMeeting roles Code of conductCode of conduct Parking lotParking lot Meeting effectiveness surveyMeeting effectiveness survey Have fun!Have fun! Have a meeting
in your favorite restaurant!
[TQM]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Holding MeetingsHolding Meetings
The right way:The right way:– Plan ahead (agenda)Plan ahead (agenda)– Start and end on timeStart and end on time– Focus on team issues, not personal Focus on team issues, not personal
issuesissues– Data-driven decisionsData-driven decisions– Come preparedCome prepared– Take good notesTake good notes– Document results (minutes)Document results (minutes)
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Conflict & Conflict & DisagreementsDisagreements
SymptomsSymptoms FeudingFeuding
– FightingFighting– Insults & personal attacksInsults & personal attacks
DisagreementsDisagreements– Emotionally chargedEmotionally charged– More concerned about winning than More concerned about winning than
moving forwardmoving forward [TMJ]
24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt
Dealing with FeudsDealing with Feuds
Recognize feud started before the Recognize feud started before the team & may outlive the teamteam & may outlive the team– Don’t try to end itDon’t try to end it– Look for ways to move forwardLook for ways to move forward
Suggest ways to avoid having feuders Suggest ways to avoid having feuders dominate the meetingdominate the meeting
Encourage adversaries to discuss Encourage adversaries to discuss outside of meetingsoutside of meetings
Point out effects on teamPoint out effects on team Ask faculty for helpAsk faculty for help [TMJ]