Student Team Building ToolkitStudent Team Building Toolkit

All About Teams in and out of the Classroom

2

TOPICS TOPICS

• Sample Guidelines and Meeting Tips for Student Team Interaction

• Team Dynamics

• CommunicationsConflict ResolutionFeedback

• Facilitation

• Activities

3

On a typical day

On a typical day, do your student teams function more like a:

dirt bike

double-decker bus

Rolls Royce, or

tank

What are some of the challenges that you have experiencedwith your student teams?

4

Guidelines for Team Interaction• Focus on well defined issues & topics

• Encourage participation from all and treat every member equally

• One person talks at a time

• Focus on problem solving, not complaining

• Be open to any ideas

• Define the decision making process

• Be willing to support group decisions

• Be positive and have fun

5

Team Meeting Essentials

• A clear objective

• An Agenda

• The right size of group

• Leader and/or Facilitator, and Scribe

• Shared set of group norms and expectations

6

Tips for Team Meetings• Start on time – everyone is busy and their time is valuable

– Create and circulate an agenda, topics to be discussed

– Work the agenda

– Put a time limit on each topic

• Put silent members to work– assign tasks

– ask for input

• Manage talkative members by – Refocusing on the agenda

– Putting them to work, assign tasks

– Write comments down

– Ask them to wait their turn

7

Tips for Team Meetings

• Assign tasks and establish target end dates

• Summarize agreements reached and plan for next meeting– End meeting on time

– Keep a written record and circulate

– Evaluate the meeting

• Don’t ask “Do we all agree”

• Ask “Have we got a thorough solution that we can all accept and commit to?”

8

Outline Team Expectations

• Share ideas and brainstorm

• Focus on facts

• Listen actively, paraphrase to clarify ideas

• Wait your turn – Everyone is heard

• Do not push predetermined ideas

• Put ideas in writing/use flip chart

• There are no stupid ideas or questions

9

Outline Team Expectations

• Think “outside the box”

• No Zingers or putting down other team members

• Strive for consensus – everyone feels they were part of the solution and can “live with it”

• Commit to decisions

• Accept your part of the problem

• Define roles and assign duties

10

Everybody Up( works on teamwork skills and perseverance )

• a) Get everyone up from sitting position to a standing position at the same time.

b) Start with just groups of two.c) The two people in each group must sit down facing each other while holding hands and with the bottoms of their feet are on the ground and knees bent.d) The two must use each other to stand up at the same time.e) Once this is done with groups of two, have these groups join with other

successful groups of two and so on until you have the entire group together and trying it.

f) Hands must always be grasped.g) Feet must be touching each other in the same fashion.h) All butts must be off the ground at relatively the same time and the entire

group standing for the attempt to be considered successful

• Variation:Have the group members stand back to back and push up off of each other without the use of their arms.

11

• Identify what a team is and how teams behave

• Recognize stages in team development

• Recognize individual roles

• Explore common team problems

• Identify team improvement opportunities

Team Dynamics

12

WHAT IS A TEAM?

TWO OR MORE PEOPLE:

• WHO ARE INTERDEPENDENT– INTERACT ON A REGULAR BASIS– RELY ON EACH OTHER

• WHO HAVE A SHARED PURPOSE

13

STAGES OF TEAM DEVELOPMENT

• FORMING

– STORMING

•NORMING

–PERFORMING

14

FORMING

WHAT ARE WE HERE TO DO?

– Excitement/Anticipation

– Caution/Anxiety

– Fear

– No common mission

– Dependence on leader

HOW DO WE WORK THROUGH THIS?

– Define: Mission, Purpose, Goals, Roles Ground rules

– Manage and address conflict

– Focus on issues

– Team input

– Re-evaluate roles and expectations

15

STORMINGHOW DO I FIT IN?

• Frustrations/impatience

• Resistance

• Building trust

• Power Struggles/sizing up

• Subgroup or clicks

• Conflict surfaces

• Team is very dependent on Leader

• Confront issues and support

• Shared decision making

• Balanced feedback

• Problem solving

• Actions plans – plan, do, check, act

• Follow up

HOW DO WE WORK THROUGH THIS?

16

NORMING

• Make decisions

• Leader helps create team identity

• Reinforce continuous improvement

• Celebrate Successes

• Collaborate

• Comfortable with roles

• Acceptance/Commitment

• More Trusting

• Shared Values and Behaviors

• Openness and feedback

How do we get the job done?

We’re coasting now…

17

PERFORMING

• Goal attainment

• Consensus

• Empowerment

• Members experience interdependency as they work singly or collaborate to solve problems.

• Leader helps expand team capability

18

“People Issues”

o When people work together on a project, more than the task occupies their energies

o Mastery of “people issues” makes the difference between teams that break through to fundamental improvements and those that break down before they perform

19

INDIVIDUAL TRAITSo Introvert & Extroverto Optimist & Pessimisto Detailero Strategisto Philosopher / Circularo Romantico Linearo Cautiouso Daring

o There is nothing right or wrong about individual traits

o How traits manifest in group dynamics effects the success of the team

o Individual traits may change in different circumstances

20

COMMON TEAM PROBLEMS

1. FLOUNDERINGTeams commonly have trouble starting,

performing, or completing project stages because:

- Team is unclear or overwhelmed by its task

- Team goals are not product of consensus

- No clear plan, doesn’t know who is doing what or what to do next

21

FLOUNDERING – Suggested Solutions

o Develop project plan

o Assign roles and responsibilities

o Create a time line

o Get input from all members

22

STEAMROLLERS

Hold an unusual amount of influence in a team because:

– In-depth technical knowledge

– Talk a lot, do not give others chance to contribute

– Discounts ideas by saying it won’t work, cites when it didn’t work in the past

23

STEAMROLLERS – SUGGESTED SOLUTIONS

o Have members write down thoughts and share solutions

o Practice gate keeping and/or assign a gate keeper “thanks for your thoughts now lets get an idea from someone else”

o Develop team guidelines. Get the team to agree on balanced participation

24

RELUCTANT PARTICIPANTS

o Shy or unsure of themselves in the group, must be encouraged to contribute

o May not bring up data that is valuable to group or project

o Creates missed opportunities

o Contributes to Floundering

25

RELUCTANT PARTICIPANTS – SUGGESTED SOLUTIONS

o Structure participation same way as for steam rollers

o Directly ask for their ideas

o Does anyone else have ideas about this? (look at them)

o Encourage their participation by reminding of guidelines i.e. Balanced participation

o Have an agenda, assign them tasks to report out

26

SPEEDERSo Impatient and Results driven

o Opinionated

o Confident, state belief as fact

o Discourage brain storming

o Constantly communicate impatience

o Tend to jump to answers before defining problem

27

SPEEDERS – Suggested Solutions

o Review meeting guidelines

o Remind them to be patient and respect others opinions

o Explain the principle of brainstorming and why it is important

o Discuss why it is important to have an open mind

o Discuss the importance of reaching consensus

o Use a step-by-step interaction process (i.e. Plan, Do, Check, Act)

28

OTHER TEAM PROBLEMS

Discounts and Plops, input is not acknowledged by group, strategic silences.

o Input was not clearly stated or was irrelevant

o Team/facilitator should help person articulate input

o Ask for clarification

o Repeat what they said in your own words, “I think what you are saying is…is this accurate?”

29

Other Problems con’t

o Avoidance, use written agenda, flipcharts, activities

o Feuding Team members, Group becomes a field of combat for members who are vying for each other.

- Have a private mediation session with them

- Review guidelines

- Let team respond to disruption, apply peer pressure

30

A REVIEWEffective Teams have…

1. Clear Goals

2. Clearly Defined Roles

3. Effective Communication

4. Members who care about Team Success

5. Use of structure problem solving

6. Clearly defined decision making procedures and processes

7. Participation by all

8. Established Ground Rules, Norms, Code of Conduct

31

Untying the Knot( works on teamwork skills, problem-solving skills,

active listening and cohesiveness )

• The group of people forms a circle.

• They put their right arm into the circle and grasp a person’s hand across from them.

• They then put in their left hand and choose another’s hand from across the circle.

• Then the group leader instructs the group they have no more than 10 to 15 minutes to form one big circle without letting go of anyone’s hands.

32

Communication

Conflict Resolution and

Feedback

33

COMMUNICATIONCOMMUNICATIONANDAND

CONFLICT RESOLUTIONCONFLICT RESOLUTION

Conflict is a disagreement between two or more individuals over facts, goals, methods, values,

perceptions and/or roles

34

Common Misconceptions About Conflict

• Conflict is bad

• Conflict is abnormal

• Conflict is to be avoided

• People cause conflict

35

• Key concepts of conflict resolution are:– Good communication skills– Enhancing self-esteem– Help teammates improvement

• Key concepts of good communication skills are:– Good listening skills, body language– Respecting others views, nonjudgmental– Diplomacy

36

Conflict Resolution

What are some conflicts you see in Student Teams?

What are the underlying reasons?

37

Effects of Environment

What makes a healthy team?

What makes an unhealthy team?

38

Diagnosing Conflict

Identify the source of conflict

– Personality traits and personal values and preferences

– Skills and abilities

– Self-esteem

– Goals

– Workload and responsibilities

39

Key Steps to Conflict Resolution

• Acknowledge differences

and clarify differences

• Diagnose the conflict

• Work toward consensus, strive for win/win

• Problem solve

• Action plan = time line, accountability and follow up

• Use empathy – state fact and feelings shared

• Share your appreciation for everyone participating

• Use neutral body language and tone

• Listen actively

• Involve all parties

Key Behaviors to Cope with Conflict

40

Role Model Positive Behavior

- Use relaxed and open body language

- Comment on past successes and positive performance

- Commit to giving your support

THANK YOU, express your confidence in a positive result, thank them for sharing concerns and working toward a solution

41

Feedback• Descriptive Not Evaluative – Avoid Zingers

• Remember to give positive feedback

• Specific/Accurate – state the task or responsibility

• Addresses Needs of All Parties

• Within Persons Control

• Solicited, Involving, Shared, not Imposed

• Check For Understanding

• Timely – Give feedback immediately

42

Sources of MiscommunicationFailure to:

• clarify team expectations

• provide encouragement and support of all team members

• solicit feedback

• involve everyone in decision making

• respond or act in a timely manner

43

CommunicatingNon-Defensively

• Consider timing – meet in a comfortable environment, block off time, do not answer phones

• Listen carefully – check your impulses “but”…

- Be diplomatic: word usage, tone, emotions, listen, body language

• Do not commit or give opinions until all ideas are listed, then discuss

• Cool-off – take a time out, have everyone write down thoughts/ideas before reconvening. Review at next meeting

44

Three Approaches to Dealing With Difficult People

• Acceptance/avoidance

• Try to change the person

• Coping – developing a strategy to deal with them

45

PATTERNS OF DIFFICULT BEHAVIOR

• Hostile/aggressive

• Complainers

– Silent evaders

– Super agreeable

• Negative

• Expert

– Indecisive

How might you to deal with these?

46

FACILITATION

47

Facilitator

• Facilitation is a way of providing leadership without taking the reins

• Help team define goals and processes

• Guide discussions, keep on track

• Provide feedback

• Empower others to facilitate, share power, and leadership

48

FACILITATORS MANAGE THE PROCESS NOT CONTENT

Content = What

• Subjects for discussion

• Problems being solved

• Agenda items

• Goals

Process = How

• Methods and Procedures

• Tools, Processes used

• Rules or Norms set

• Climate

49

Core Practices

• Stay neutral on content

• Listen actively

• Paraphrase to clarify

• Ask questions

• Use flip chart

• Keep time

• Summarize content to revive discussion

• Redirect questions or comments back to the team members to build on.

• Label sidetracks, “this is not on the agenda”

50

The Language of FacilitationParaphrasing

• Use your words to describe another person’s comments- Paraphrase continuously, especially if things are getting heated

• Repetition assures people their ideas are being heard

• Keeps emotions at bay

• Keeps everyone on track

51

Descriptions of Feelings

• Express your feelings to the group

• This lets others know it’s okay to express feelings

• “I feel frustrated”

• “That was a difficult topic, I’m exhausted”

• “Wow, I’m so happy we worked through this…good work”!

52

Meeting Process• Specify time frames, appoint timekeeper, scribe

• Set norms, what rules should be followed

• Explain the process

• Proceed to first agenda item

• Take pulse of members, read body language and facial expressions, “do we need a break?”

“Let’s see what we’ve got so far”• End meeting with an action plan:• Assign tasks, time lines, next agenda items, evaluate meeting

53

Project Management

• Project Management charts are an effective way to keep teams on track and help define roles.

• Instructors may want to have student teams complete a project chart prior to starting their projects

• Having a plan defines roles and accountability

• For more information on Project Management ideas see The Memory Jogger, A Pocket Guide of Tools for Continuous Improvement & Effective Planning 1994 GOAL/QPC

54

Sample Student Project Chart

Tasks(Steps to completing the project)

Account-able Person

Triggers Start Date

End Date

Resources Comments

Larger projects may need to be divided into blocks that are further broken into tasks

Person who will be in charge of getting the task done

Tasks or blocks of work that must be completed prior to beginning this task

Date task is

triggered

Target end date, due date for task, not project

Other parties involved, tools, information, processes

Any issues, hold ups, status of task, other pertinent information

55

Facilitating Conflict

Healthy Debates

• People are open to hearing others ideas

• People listen and respond to ideas even if they don’t agree

• Everyone tries to understand the views of the other person

• People stay objective and focus on the facts

Dysfunctional Arguments

• People assume they are right• People wait their turn, then state

their ideas without responding to ideas of the other person

• People get personally attacked and blamed

• Hot topics get thrashed out in an unstructured way

56

Facilitating ConflictTechniques that Create Healthy Debate

• Stay neutral

• Point out differences

• Insist on listening

• Make people paraphrase

• Make people focus on facts

• Problem solve

• Invite feedback

• Get closure and move on

57

How to manage venting

• Slow things down, ask to start over and repeat key ideas.

• Stay neutral – don’t take sides

• Stay calm – do not raise your voice, speak slowly with an even tone, avoid emotional body language

• Revisit the norms/ground rules remind everyone

• Be assertive: as a referee, insist that people speak one at a time

58

How to manage venting

• Emphasize listening – paraphrase key points, define good listening skills.

• Call a time out – “Are we making progress?”, “things are getting heated, is this the approach we want to take?”

• Make interventions – Don’t let people fight with each other or be rude.

• Make an impact statement. “Your side conversations are making it hard for me to listen”

59

Sample situations

• Redirecting Sarcasm – “your tone of voice is making it difficult to concentrate on what you are saying, try again in a neutral tone”

• Stopping put downs – “You have been, ‘yes butting,’ every suggestion from Carol, try asking her open ended questions to understand her meaning”

• Redirecting arguments, cutting each other off – neither one of you is listening to these excellent ideas, “please paraphrase what the other is saying before commenting.”

• When everyone is silent – “Everyone has become very quiet, how can we get discussion going again.”

60

Team Activities1) Pose questions to a large group, ask everyone to find a partner and discuss

the question for a few minutes. Have people report on what they talked about.

2) Place a box on table. Give out small slips of paper and ask people to write one idea per slip. Pass around the bowl and have each person take out a slip and share each idea with the group before discussing them.

3) Divide into small groups. Post issues around the room on flip chart paper. Have each group go to one of the issues sheets and discuss the issue. Give them 5-10 minutes to write ideas on flip chart. After five minutes have the group rotate to the next sheet and add ideas.

- Keep rotating until everyone is back to their original sheet.

- Have them report the ideas to the group and develop action plans.

61

More Team Activities

• See hard copies in Organizational Development

• Refer to TEAMWORK AND TEAMPLAY GAMES AND ACTIVITIES FOR BUILDING AND TRAINING TEAMS Parker, Glenn, Thiagarajan, Sivasailam. 1999 Jossy-Bass/Pfeiffer

62

References

• 360 Feedback, The Powerful New Model for Employee Assessment & Performance Improvement, Edward and Ewen 1996 AMA

• Facilitation at a Glance!, Bens, Ingrid 1999 AQP

• Teamwork and Team Play, Thiagarajan, Sivasailam 1999 Jossey-Bass/Pfeiffer

• The Team Handbook, Peter R. Scholtes 1995 Joiner Associates