Developing & Working with Teams November 14, 2007 LEARNERS = LEADERS

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  • Developing & Working with TeamsNovember 14, 2007

    LEARNERS=LEADERS

  • Where do I stand?Select the statement that best represents what your team needs to consider.Take a stand next to your selected statement.Share with colleagues who join you why you are there.

  • The whole is never the sum of the parts it is greater or lesser, depending on how well the individuals work together. Chuck Noll

  • Never doubt that a small group of thoughtful, committed people can change the world. Indeed, its the only thing that ever has. Margaret Mead

  • Little happens in a relationship until the individuals learn to trust each other.David W. Johnson

  • Effective teams pay more attention to doing the right thing than doing things right.

    Warren Bennis & Burt Nanus

  • Collaboration should be thought of as a goals-directed process, where people are willing to work outside their well-defined roles and have no problem sharing the spotlight with others. Glenn Parker

  • When a group of people is learning and creating, their capacity for developing close relationships increases. Rodney LaBrecque

  • We find comfort from those who agree with us, growth from those who do not. Anonymous

  • PURPOSE To provide experiences, tools, strategies, and resources that will enhance participants effectiveness as facilitators of adult learning

  • Desired Outcomes Shared understanding of the differences between groups and teams Strategies for building and strengthening teams

    Insights into next steps . . . mine and my teams

  • Todays Agenda Join Up Building & Strengthening TeamsAre we a group or a team?What gets in the way of teamwork?How do we overcome the barriers? Success Begins With Me Wrap-Up

  • NORMS FOR OUR LEARNINGShare experiences to enrich others.Ask questions.Pay attention to your Feathers.Learn by doing apply to your own work.Respect the 100 Mile Rule.

  • LEARNING BUDDIES Eye ColorShoe Type

    HandednessHeight

  • ReflectionAm I a member of a group or a team?How do I know?

  • The task at hand

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    E M C

    T A W H K

    Q F X U B Y O

    R L D V I Z P J S

  • What do you remember?

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    T A W H K

    Q F X U B Y O

    R L D V I Z P J S

  • Get ready

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    W C K Q E

    U S L X H O V

    T F N Y A P Z D I

  • GOTEAMS!

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    U S L X H O V

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  • Mirror, Mirror on the wall Group . . . Or Team? Stage of Team Development Keys to Effective Teams

  • Keys to Effective TEAMsCollaboration is embedded in routine practices.Time for collaboration is built in work day and work calendar.Teams focus on key questions.Products are made explicit.Team norms guide collaboration.Teams pursue specific and measurable performance goals.Teams have access to relevant information.

  • Share your reflections. Group or TEAM?How do you know?With your Eye ColorBuddy

  • Little happens in a relationship until the individuals learn to trust each other.David W. Johnson

  • The Five Dysfunctions of a TeamAbsence of TRUSTFear of CONFLICTLack of COMMITMENTAvoidance ofACCOUNTABILITYInattention To RESULTSThe Five Dysfunctions of a Team by Patrick Lencioni

  • WHAT COMES UP?Individually read the descriptions of The 5 Dysfunctions of a Team.Follow the What comes up? protocol.

  • Members of trusting teams Admit weaknesses and mistakes Ask for help Accept questions and input about their areas of responsibility Give one another the benefit of the doubt before arriving at a negative conclusion Take risks in offering feedback and assistance Appreciate and tap into one anothers skills and experiences Focus time and energy on important issues, not politics Offer and accept apologies without hesitation Look forward to meetings and other opportunities to work as a team

  • Overcoming an Absence of TrustRequirements:Shared experiences over timeMultiple instances of follow-through and credibilityIn-depth understanding of the unique attributes of team membersAbsence of Trust

  • Overcoming an Absence of TrustSuggestions:Create structured opportunities for team members to share personal historiesCollaboratively assess and discuss team effectivenessUse protocols to identify and build understanding of team members behavioral preferences and personality stylesAbsence of Trust

  • Overcoming an Absence of TrustSuggestions (cont.):Embed teambuilding activities into all work meetingsLeaders ~ Demonstrate vulnerability firstRisk losing face in front of the teamCreate an environment that does not punish vulnerabilityBe genuine!

    Absence of Trust

  • THE COMPASSGo to the direction of your choice. Remember, no one is only one direction. Choose the one that describes your predominant style.With your group, discuss and record answers to each of the 4 questions on your chart.Be ready to share your responses.

  • TEAM BUILDERSUnrelatedRelatedPersonallyRiskyPersonallySafe

  • Factors for Determining Type of Team BuilderHow well do group members know each other?Have they had opportunities to work together before?How comfortable are they with each other?Are some members of the group new to the group?How sensitive or significant is the groups work?How long will the group work together?

  • NORMSThe standards of behaviors by which we agree to operate while we are in this group. Steps to Establish

    Examples

  • With your Shoe Type Buddy ... Consider the suggestions for overcoming the 5 dysfunctions of a team.Which strategies are most needed by your team? What might your next step(s) be?

  • Example isnt the best way to influence others its the only way.Albert Schweitzer

  • SUCCESS BEGINS WITHME.

  • Group Member CapabilitiesA capability names what a person is able to do.Capabilities are the metacognitive awarenesses with which people determine when to use, how to use, or not to use certain skills.

  • Group Member CapabilitiesTo know ones intentions and choose congruent behaviors.To set aside unproductive patterns of listening, responding, and inquiring.

  • Listening Set-Asides Autobiographical ~ Me, too!

    Inquisitive ~ Tell me more!

    Solution ~ I know what to do!

  • Group Member CapabilitiesTo know ones intentions and choose congruent behaviors.To set aside unproductive patterns of listening, responding, and inquiring.To know when to self-assert and when to integrate.To know and support the groups purposes, topics, processes, and development.

  • Actualizing CapabilitiesRecord your reflections individually.With your Height Buddy, share your strengths and next steps.

  • .

    An organizations results are determined through webs of human commitments born in webs of human conversations.

    Youll have 5 minutes to move from here to your small group session. Once youre in the room the facilitator for that group will tell you what the activities will be for the next hour and a half. At 3:45 wed like everyone to come back into this room for final wrap up and to evaluate the day.

    Room assignments on next slide.Thank you!Youll have 5 minutes to move from here to your small group session. Once youre in the room the facilitator for that group will tell you what the activities will be for the next hour and a half. At 3:45 wed like everyone to come back into this room for final wrap up and to evaluate the day.

    Room assignments on next slide.