7[1].1.1 Bldg Effective Teams

8/11/2019 7[1].1.1 Bldg Effective Teams

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C 2006 New Insight Enterprises [email protected]

Building and working with

Effective Work Teams

Facilitator:


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Intended Learning

Outcomes: Increased understanding of our own

behavioural tendenciesand those of

others Increased appreciation forindividual

differences

building strong work teams based onthese understandings


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Understanding Ourselves;

Understanding others:

Recognize Individuals ARE Different

Ethnocentrism different = wrong,not as good ...

Need to Shift to

Different = Different (NOTbetter/worse)

Differences add value/ enrich


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Difference in how we Learn ...

field dependent - field Independent

sensory - visual, auditory, practical,

imaginative

Kolb's Learning Styles Inventory:

Divergers, Assimilators, Convergers,

Accommodators Multiple Intellegences (Gardner = 8)

Emotional Intelligence (Goleman - EQi)


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Difference in Behavioural

Tendencies ...

Myers Briggs Personality Inventory

True Colors

Personal Profile System (Carlson Learning Co)

DiSC


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Genetic

Traits

Life ExperiencesStrategies that haveworked & have not worked

Behavioural

Tendencies


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Characteristics of

Behavioural Tendencies ...

Behaviour patterns, or tendencies

have become our preferred or most

natural ways of communicating,

responding


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Characteristics of


when we do NOThave time to reflect and

thoughtfully select other modes ofbehaviour

= integration of Genetic Traits andLearning over our life time


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Characteristics of


Are fairly stable over time

but do NOTimprison us - we have a

CHOICEto behave differently in any

situation

that choice requires mindfulness and

active effort/energy


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Determinants of Behaviour

in specific situations...

In situations of stress (e.g., time

constraints, conflict) or when not able to

be mindful

behavioural tendencies


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Determinants of Behaviour

in specific situations...In situations where we DO have the timeand

emotional state to be thoughtful =

combination of:

behaviroual tendencies

and selection of communicationstrategies that are likely to achieve our

desired outcomes


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Caveats ...

Profiles are GENERALIZATIONS

Individuals vary in behaviours anddegree within the 4 profiles

Profiles are NOT for stereotyping butrather to enhance our understanding

of differences in human behaviour


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Personal Profile System

a tool with workplace applications (Carlson Learning Co)...

DiSC instrument Assesses:

Tendencies - likely responses that come

effortlessly and spontaneously insituations of stress etc

Strengths- contributions to the work team

Motivation- what excites and energizes

them

Fears - challenges that deter productivity

Limitations- over extension of strengths


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Invitation to Reflect

What are some of the positiveexperiences you have had with work

teams?

What are some of the challenges you

have encountered in providingleadership for work teams?


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When is a group ateam?

Team

Shared values and goals

Interdependence

Accountability

Openness and authenticity in

communication

Loyalty to members -we-ness


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WHY teams?

The WHOLE is larger than its parts

Inc reases fu l l ut i l izat ion of strengths o f

team members

values diversity in gifts/talents and

skills

inc reases job sat isfact ion

essential in increasingly complex

environments


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Organizational Team

Structures

Silos

Spiderwebs and

Geese


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Silos

Teams within the organization

inter-team competition for resources,

achievement and recognition

Dept

..A

Dept

...B DeptC

CEO


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Spider webs

Lots of cross unit communication andparticipation in cross organizational

committees


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Geese

How much does your teamresemble geese?

What are the lessons can your

teamlearn from the geese?

WHAT k t


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WHATmakes teamseffective or ineffective?

Shared mission, values and culture

Authenticity in communication and being

Understanding of how teams form andfunction (group dynamics, group roles)

Valuing diversity and conflict Clear understanding of expectations

Commitment and accountability


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Characteristics of Effective

Teams: 5 critical areas

1. Institutional/ Group mission, planning

and goal setting

2. Group Roles3. Group operating processes e.g., team

meetings

4. Group interpersonal relationships -DiSC

5. Intergroup relations


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Group operating processes

Position relationships

Line relationships

Staff relationships

Formal (positional) leadership

Personal (informal) leadership

Pollicies & Procedures (rules vs. empowerment)

Team meetings!!


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Interpersonal relationships

2 members = 1 relationship

4 members = 6 relationships




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Intergroup relations

Authentic Valuing of diversity

Authentic valuing of ALL groups

The prophet in his own home townphenomenon (Mark 6:4)

Authentic belief in the Whole as largerthan its parts


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HOWcan we make our teams

effective?

understanding howteams form and

function we need to LEARNhow to function in

teams (it is NOT innate)

we need to see that there is a benefitto US and to ME (i.e., the team AND theindividual)


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Motivatinga Team

Adapted from Dale Carnegie & Associates, Inc (1996)

Deliver an Inspirational Opening

Hear Reports on Achievements

Address the Challenge Conduct a Creative Thinking Session

Set SMART Goals

Identify Skills Needed to Achieve Goals Get Commitment

Close - Inspirational


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Facilitating Effective

Meetings

Components of an Effective Meeting

Builds team cohesiveness

Focused and results oriented Aligned with Strategic Priorities

Everyone feels heard ownership of

decisions

Agreement to support our decisions


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Facilitating Effective

Meetings

Agendateam input, advance notice

Ground Rulesownership of the team

Honour Time commitment

Member Rolese.g.,

Rotating rolesfacilitator, note taker,

time keeper, reminder, party whip etc.

Action Plans -


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Making it happen!

Action plansthat work are .

SMART - Specific

- Measurable

- Achievable

- Realistic - Time based


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Making it happen!

Decision Making:

Full hearing Why will this NOT work?

(Fullen)

Voting with DOTS

Matrix voting: Impact of Intended End

vs Power to Influence (Hi-Lo continuum)


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Making it happen!

Build on the Strengths of the Diverse

Characteristics of the team!

Recognize the unique contributions of all 4Personality Types (DiSC)

Managethe inevitable conflicts


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Characteristics of Conflict

in the Workplace... inevitable

can be positive

can be managed

resolution is NOT always the goal


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Invitation to Reflect

Based on your understanding of the DiSC profiles,

what personality types do you thinkyou may have

in your work team?

Please take a few minutes to jot down your

reflections using only one initial for the names of

your team members (to maintain anonymity)

Discuss with your colleagues why you think these

are the personality types of your team


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Contribution to workteams ...

D-Dominance

decisive

not afraid of tough issues/situations

change = personal challenge that excites

them

keep team task focused


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i - Influence

are people-oriented - always available to

assist others

focus on enhancing working relationships(e.g., provide food for meetings)

inspiring, enthusiastic

need to be liked (to received positivefeedback)

readily give positive feedback to co-

workers


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S- Steadiness

good team players

methodical and hard working, but expect

others to do their fair share also

good at listening

generally easy to get along with

do NOT like too much change


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All 4 profiles are neededfor team/

organizational for maximum success

tendency to select co-workers who arelike us

need to seek out different profiles toobtain a more holistic and enriched

workteam


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C 2006 New Insight Enterprises Inc.

[email protected]

Limitations of each Profile ...

D- Dominance Profile

may be seen as intimidating, insensitive,

impatient

i -Influence Profile

may be seen as disorganized, not detailedenough, superficial, not task oriented

enough


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C 2006 New Insight Enterprises Inc.

Building Effective Work

Teams

Invitation to discuss what you see as

current challenges in your work team

Propose at least 3 strategies to enhance

the dynamics of your team

Documents

7[1].1.1 Bldg Effective Teams