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Teams and Teamwork: Championship Teams
Chinook LS 2From Individual to more than the sum of the parts!
Teams exist to reach a goal.
Mike Davies, MD FACPMark Murray and Associates
Teams are made up of People
• We all “look” different
• We all think differently– We all decide using different principles– We take in information differently– We relate differently
• We ARE different!
• Effective teams KNOW each other!
People are Different
Intention
Style
Behavior
People come to workwanting to do the right
thing
This is the “big filter”
i.e. the brain
Result of intentionfiltered by the brain
and subsequentbehavior: words and actions
What is your “style”?
• Are you concerned about the protection, growth and welfare of others?
• Are you concerned about accomplishing a task, organizing people to achieve results?
• Are you concerned things are right – thought out, objective, and ordered?
• Are you concerned about being flexible, responding to the welfare of the group?
Interpersonal Styles
Direct Persuasive Loyal Cautious
Demanding Impulsive Predictable Practical
Risk-taker Self-promoting Team Person Analytical
Adventuresome Trusting Serene Orderly
Decisive Helpful Possessive Persevering
Competitive Emotional Supportive Methodical
Enterprising Idealistic Accepting Conventional
Self-confident Detail Avoider Compromising Conscientious
Quick to Act Achiever Indecisive Reserved
Forceful Caring Humble Organizer
Red or “Directive”
Major Focus:Controlling the environment – “Do it and do it
now” or “I’m in charge.”
Basic Needs: Authority, challenges, prestige, varied activities, difficult assignments, logical approaches, opportunities to advance.
Fears/Concern: Being taken advantage of; losing control of the situation; boredom; being tied to routine; appearing weak or soft.
Seen Positively As:
Independent Decisive Efficient Competitive
Seen Negatively As:
Dominating Abrasive Pushy Touchy
Red Advice
If you’re a Red, consider:Developing more patience with other peopleLearning to negotiate with othersDeveloping greater awareness of other people’s needsParticipating more with others
If you’re working with a Red, consider:Being clear, specific, brief, to the pointSticking to businessComing prepared – requirements, objectives, support materialPresenting material in a logical formatProviding alternatives/choices for making “their” decisionIf disagreeing, take issue with facts not peopleSupporting rather than directing or orderingDeparting graciously
Blue or “Expressive”
Major Focus: Focusing energies on others.
Basic Needs: Social recognition, wants to be popular, needs people to talk to, likes freedom from control and detail, works best in favorable work conditions, needs recognition of abilities, wants to help others.
Fears/Concerns: Being blamed for things going wrong; having people be upset with them; not being liked; public humiliation.
Seen Positively As: Dramatic Enthusiastic Creative
Seen Negatively As: Excitable Impractical
Blue AdviceIf you’re a Blue, consider:
Being more objective in making decisionsDeveloping more organized, systematic approaches to tasksImproving follow-through by attending to key detailsLearning to be more directHaving better control over use of time
If you’re working with a Blue, consider:
Planning interactions which support interactionAllowing time for relating/socializingTalking about people and their goalsTasks/assignments are followed –up best when in writingAsking for opinions/ideasProviding approaches to implementing actionsProviding testimonials from people seen as important or prominentOffer special, immediate and extra incentives for willingness to participate
SilverMajor Focus: Cooperating with others
Basic Needs: Status quo, security, time to adjust, appreciation, identification with the group, work patterns, limited territory, areas of specialization.
Fears/Concerns: Situations where nobody knows what is happening; confusion and instability; lack of clarity on expectations.
Seen Positively As:
Supportive Dependable Agreeable Loyal
Seen Negatively As:
Dependent Subjective Pliable Manipulative
Silver AdviceIf you’re a Silver, consider:
Learning to handle change betterBecoming more assertiveIncreasing comfort with open conflictVarying routines occasionallySpeaking up when concerned or bothered
If you’re working with a Silver, consider:
Starting however briefly, with a personal commentPatiently draw out personal goalsListening – Be responsivePresenting information in a non-threatening mannerWatching for areas of possible disagreement – flight rather than fightIf disagreeing – watch for hurt feelingsClearly defining individual contributions (preferably in writing)Providing guarantees that decisions will minimize risks
Green or “Analytical”
Major Focus: What is the “right” or correct way.
Basic Needs: Security, no sudden changes, personal attention, exact job descriptions, controlled work environment
Fears/Concerns: Unwarranted personal criticism; criticism of what they have done; spontaneous displays of feelings
Seen Positively As:
Industrious Objective Orderly Precise
Seen Negatively As:
Indecisive Rigid Picky Stuffy
Green AdviceIf you’re a Green, consider:
Developing more comfort with emotionally charged situationsLearning to value informal interactions with othersAdjusting standards to the needs of the environment
If you’re working with a Green, consider:
Approaching in a straightforward manner – stick to businessBuilding credibility by offering pros and cons to suggestionsDoing what you say you will doPresenting an implementation plan with timetablesAssuring no surprisesIf agreeing, provide follow-throughIf disagreeing, make an organized presentationGiving time to verify reliability of actions
Goals
• What do these teams have in common?– Basketball– Football– Curling– Blue Chip Companies
• Can the goal be met alone?– If yes, no team needed– If no, need a team
People are Different
Intention
Style
Behavior
Intention Style Behavior
Decrease delay for an at appointments
RedTask accomplishment
People organization
•Competitive•Telling
BlueConcern for others
•Supportive•Asking
SilverConcern for welfare of group & flexibility
•Democratic•Consensus•Asking and telling
GreenConcern for right and wrong
•Reliance on Data and Information•Asking and telling
The Challenge of Teamwork
• How do we deploy the people we have - each with their unique talents & strengths to achieve the best results?
• How do we understand and leverage the team in times things are going well, and in times they are going poorly?
• How do we work TOGETHER?
Interdependence
• Level of interdependence defines a team
• Low = Baseball– “Perfect” Game = 27 strikeouts; only 2 people
needed. Others “stand around”– Other players are “defense”. Only few
needed at one time– Conflict between any two players not likely to
dramatically influence all other players
Interdependence, cont..
• Moderate
• Football– A given play needs unique skills of only
several offensive players and several defensive players to foil
– Conflict between any two players may interfere with the goal
Interdependence, cont..
• High
• Basketball– All move constantly– All have chance to score– Teams working “together”
can beat teams with individual talent
– Consequence of conflict is serious
. .
. .
.
Team Interdependence Summary
Low Med Hi
Baseball Football Basketball
Movement
Action
Occasional Intermittent Constant
Value
Creation
2 Few All
Conflict Consequence
Low Med High
Max
InterdependenceBases
LoadedBroken
PlayConstant
Team Development
• Baseball– Practice individual skills
• Batters, Pitchers
• Football– Practice small group skills
• Offense, Defense, Special Teams
• Basketball– Practice all together
Developing Vs. Development
• Team development = static image– Recruiting right people – now “go do your
jobs”
• Developing teams is HOW WE INTERACT– To cause to become fuller, larger, better
(Webster)– Search for championship status never ends
Teamwork
• Avoid conflicts• Constant stress• Crisis orientation• = Less energy for job
• Resolves conflicts• Understanding• Proactive orientation• = More energy
Poor Good
Job not getting done as wellas it could be
It feels like job is getting done
well
R e c ru it .... .. . .. . .. .S k ills
U nd e rsta nd .....S e lf.... .O the rs
G oa ls/O bje c tive s
R o les /E x p ec ta tio n s
. . . .C o nflic t M a na ge m e nt
H o w it F e e ls
E ne rgy
Where does good teamwork start?
No single thing more important than the goal
Observation: “I now realize how much of the overall success dependson people discovering for themselves what goals to set and what to do to achieve them.”
“Why Good Projects Fail Anyway”- HBR Sept. ‘03
Questions
• “I often wonder what is the basic reason for being here. It seems….spend energy doing things not consistent with what I think is our main purpose….”
• “The team’s basic overall objectives are very clear….all effort is directly related to getting these key goals accomplished…any question….is resolved by referring back to our basic objectives”
Do we have our goals clear?
Goal Clarity
0
1
2
3
4
5
Oct
NovDec
Jan
Mar Apr
May Ju
n Jul
Aug Sep Oct
NovDec
Jan
Feb Mar Apr
High Low Mode
Goals
• Team Core Mission Statement = Reason for Existence. – Family “live happily ever after” (mission)
• Where and How? (aims or goals)– Winter Trip (where and when – practical)
Plan
• Write down the “reason for existence”
• Write down what evidence exists the mission statement is achieved…..
Goals to Consider
• Our aim is to do at least XX visits per day• Our aim is to insure the health and well
being of the panel of patients we have agreed to serve
• Our aim is to see anyone who comes to the door
• Our mission is to see any patient who presents between 8 and 4 on M-F
Summary
• Teams are made up of unique individuals• Innate styles often “spin” the same intention
different ways• Understanding your team’s styles is the first step
in teamwork• Now teamwork is the INTERACTION between
the individual members toward a goal• No single thing is more important to the success
of the team than…..clear overall objectives and goals.