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US Army Corps of Engineers
TEAMS
US Army Corps of Engineers
TEAM DEFINED
TEAMS HAVE:• Two or More Members• Specific Performance Objective or
Recognizable Goal• Coordination Among Members is
Required for Goal Attainment
US Army Corps of Engineers
TUCKMAN’S STAGES MODELTEAM DEVELOPMENT
• Forming• Storming• Norming• Performing• Adjourning
Different interpersonal relationships and task behaviors at each stage
Working Group
Potential team
Pseudo-team
High-performance team
Real team
TEAM EFFECTIVENESS
US Army Corps of Engineers
• Forming – Unclear Objectives, Lack of Commitment, Hidden Feelings
• Storming – Arguments About Structure, Conflicts, Hidden Agendas
• Norming – Review Clarifying Objectives, Opening Risky Issues, Establish Implicit or Explicit rules
TUCKMAN’S STAGES MODELTEAM DEVELOPMENT
US Army Corps of Engineers
Teams Progress Through Different Characteristics
I. Caution & Inclusion Issues (Forming)
II. Conflict is inevitable & necessary to establish trust. Development of unified set of goals, values, & operational procedures. (Storming)
III. Willingness to cooperate, mature negotiations, & positive working relationships (Norming)
IV. Productivity & task accomplishment (Performing)
US Army Corps of Engineers
HIGH PERFORMING TEAMS
• Clear and Unified Understanding of the Goal
• Shared Belief that the Goal Embodies a Worthwhile or Important Result
• Appropriate Structure
US Army Corps of Engineers
TYPES OF TEAM STRUCTURE
US Army Corps of Engineers
CORPS’ PDT STUCTURE
• Broad Objective is Problem Solving• Dominant Feature is Trust• Basic Structure is Focus on Issues
• Clear Roles and Accountability• Effective Communication System• Monitoring Individual Performance
and Providing Feedback
US Army Corps of Engineers
TEAM FAILURE
# 1 Reason: Loss of Focus Where the Team Had Raised Or Allowed To Be Raised Some Other Issue Above the Team’s Performance Objective–Problems Complex–High Degree of Collaboration–Often Intense Concentration
Required
US Army Corps of Engineers
GREATEST THREATS
Politics and Personal Agendas are the Greatest Threat to Goal Clarity.–Lost Focus–What’s In it for Me vs. Team
Objective–Once Started
Almost Impossible To Stop
US Army Corps of Engineers
TRUST PARADOX
Trust is a paradox in human communication. One can trust or distrust but one can never know for certain…
US Army Corps of Engineers
TRUST AND DISAPPOINTMENT
US Army Corps of Engineers
TRUST
Trust is Produced in a Climate That Includes:
– Honesty– Openness– Transparency– Consistency– Respect
US Army Corps of Engineers
Integrated Model of Group Development - Stages
Recall the Integrated Model of Group Development that said:
“Conflict is inevitable and necessary for the establishment of trust.” Allowing development of the next stage -- willingness to cooperate, mature negotiations, and positive working relationships.
US Army Corps of Engineers
An example of team “Norming” is:
a. Members start questioning their performance
b. Real issues begin to emerge; team sessions begin to be heated.
c. The team is producing work as a team, resolving problems and getting the job done.
d. Members learn about each other.
POP QUIZ
US Army Corps of Engineers
An example of team “Norming” is:
a. Members start questioning their performance
POP QUIZ
US Army Corps of Engineers
POP QUIZ
The number one cause of team failure is:
a. Improper Team Structureb. Lack of Management Supportc. Team Members Too Technically
Orientatedd. Loss of Focuse. Interpersonal Differences
US Army Corps of Engineers
POP QUIZ
The number one cause of team failure is:
d. Loss of Focus
US Army Corps of Engineers
CONFLICT TO COOPERATION
US Army Corps of Engineers
CONFLICT
• Conflict is Always Present in a Relationship
• The Absence or Presence—Amount of Conflict does not Determine Relational Satisfaction, BUT
• How Conflict is Handled Determines Relational Satisfaction
US Army Corps of Engineers
A trained psychologist can predict (95% certainty) if a couple will divorce within one year by observing their conflict behavior for 5 minutes!
US Army Corps of Engineers
RELATIONSHIP
CONFLICTS
• Strong Emotions
• Misperceptions or Stereo types
• Poor or miscommunication
• Negative behavior
DATA CONFLICTS
• Lack of Information
• Misinformation• Dif. Views on what is relevant
• Dif interpretations of data
• Dif assessment proceduresINTEREST
CONFLICTS
• Substa
ntive
• Proce
dural
• Psych
ologica
l
STRUCUTRAL
CONFLICTS
• How situation is s
et up
• Role definitions
• Time constraints
• Geographic/physical
• Unequal power/authority
• Unequal control of
resources
VALUE
CONFLICTS
•Day to day values
•Terminal values
•Self definition values
US Army Corps of Engineers
THREE BASIC RESPONSES
• Avoidance – Can be Either Aggressive or Passive
• Aggression• Integration
US Army Corps of Engineers
FEELINGS OF POWER IN A CONFLICT
“Each person may firmly believe that the other person has more power”
Conflict often escalates because each person believes they are in the low power position.
US Army Corps of Engineers
POWER IN A RELATIONSHIP
• Dynamic• Collaboration – requires power
sharing and realignment of power• Competition over power involves
equalizing behaviors—”cutting down to size”-- and results in a downward spiral
US Army Corps of Engineers
CRITERIA FOR COLLABORATION
• Low power participants must have opportunity for influence
• Participants are being honest
• Potential gains are worth the emotional and economic investments
US Army Corps of Engineers
FIVE CONFLICT STYLES
• Collaboration
• Compromise
• Competition
• Accommodation
• Avoidance
US Army Corps of Engineers
COLLABORATION
• High Energy Emotional Investment• High Concern for Self and Others• Search for Solutions: compromise
assumes a “fixed pie,” whereas collaboration looks for new solutions and addresses underlying concerns
US Army Corps of Engineers
BEHAVIORS FOR HANDLING CONFLICT
• Recognize the Signs of Conflict and Don’t Fear Them
• Begin With The Positive Intent• Center On a Specific Content Topic
–Discuss Content–Avoid Value Discussions–Avoid Ego Content and Involvement
US Army Corps of Engineers
BEHAVIORS Cont’d
• Keep An Open Mind and Look For Common Ground
• Render Judgments on Facts and Merit• Consider Cultural Differences
– Individualistic- Content and Outcome
–Collectivist - Social Relationships and Process
US Army Corps of Engineers
PERCEPTUAL BIAS
• Lake Woebegone: We view ourselves as above average
• Actor/Observer Bias: we view ourselves as being cooperative and others as being competitive. (e.g. our behavior is driven by circumstances while theirs is driven by some attribute of their personality
US Army Corps of Engineers
BEHAVIORS Cont’d
Finally, if Possible Prearrange Conflict Management Procedures–There is Always Conflict–Doesn’t Matter How Much Conflict
is Present–How Conflict is Handled
Determines the Health/Strength of the Relationship
US Army Corps of Engineers
POP QUIZ
Which of the following is not a sign of an escalating dispute?
a. Seeing the other person or group as an advisory or opponent.
b. Lost awareness of caring about the impact upon the person.
c. Denial of responsibility.d. Identifying areas of disagreement.e. Unwillingness to change.
US Army Corps of Engineers
POP QUIZ
Which of the following is not a sign of an escalating dispute?
d. Identifying areas of disagreement.
US Army Corps of Engineers
INTERESTS VS POSITIONS
US Army Corps of Engineers
POSITIONAL BARGAINING
The sides open the negotiations by taking fixed positions.
Charges and countercharges about the other parties’ behavior or proposals
The parties enter into a series of reciprocal concessions until a compromise is reached or the negotiations break off.
US Army Corps of Engineers
POSITIONAL BARGAINING
• The absolute best outcome that positional bargaining can produce is a "compromise"
• There's no potential for all parties to be fully satisfied with the outcome.
• The adversarial posturing and unsatisfactory nature of the compromise may destroy the working relationship.
US Army Corps of Engineers
The alternative is to focus on interests...
INTERESTS: Fundamental needs or conditions which people or groups must meet for continued survival, success or fulfillment
US Army Corps of Engineers
…instead of positions
POSITIONS: How people would like to achieve their interests.
US Army Corps of Engineers
FOCUS ON INTERESTS
Even when positions appear mutually exclusive, parties' fundamental interests may be met in a number of ways.
US Army Corps of Engineers
INTEREST- BASED PROCESS
This approach is entirely consistent with the Corps Six-Step Planning Process
Just as the “zero-sum” assumption is a self-fulfilling prophecy, experience shows that the belief that there is a solution that meets everybody's interests can also be a self-fulfilling prophecy.
US Army Corps of Engineers
HOW DO YOU IDENTIFY INTERESTS
• The key is listening closely to what people are really telling us
• Most of the time we are just listening to get our arguments ready
US Army Corps of Engineers
ACTIVE LISTENING
US Army Corps of Engineers
LISTENING
Listening is making sense out of what you hear.–Passive/Recreational Listening–Understanding–Evaluation–Listening to be Helpful–Active Listening: High Receive
US Army Corps of Engineers
WHAT HAPPENS WHEN PEOPLE FEEL RESISTED
• They feel compelled to repeat whatever they felt was not acknowledged
• They “escalate” -- more emotional language; voice tone sarcastic; volume increases.
• They become more accusatory.
• Their position becomes more rigid and fixed.
• They become less open to alternatives.
• They start seeing others as the enemy.
US Army Corps of Engineers
ROADBLOCKS TO LISTENING
• Ordering, demanding• Warning, threatening• Admonishing, moralizing• Persuading, arguing, lecturing• Criticizing, judging, evaluating• Interpreting, diagnosing
US Army Corps of Engineers
ROADBLOCKS TO LISTENING -
Continued
• Advising, giving answers, offering solutions
• Criticizing, disagreeing, contradicting
• Praising, agreeing• Reassuring, sympathizing• Probing, questioning• Sarcasm, kidding, humor• Diverting, avoiding
US Army Corps of Engineers
Active Listening
• Focus on what the message sender is feeling and thinking.
• Rather than on the message receiver’s own feelings and judgments
• Summarize in your own words what the speaker is feeling and thinking
US Army Corps of Engineers
ACTIVE LISTENING
• Summarize, rather than judge, what the other person is saying
• Summarize both feelings and ideas• Avoid lead-in phrases – “I hear you
saying…”• Choose words that match the
intensity of the feeling (transmitted via word choice, tone of voice, body language & other non-verbals.)
US Army Corps of Engineers
IDENTIFY THE POSITIVE INTENT OF THE SENDER
Get it Right Get it Done
Get Along Get Appreciated
People Focus
Task Focus
Passive Aggressive
US Army Corps of Engineers
POTENTIAL BEHAVIORS WHEN POSITIVE INTENT IS BLOCKED
Get it done– Speed up, Act vs.
Reflect– Assertive &
Controlling
Get it Right– Perfectionist– No one else “gets it”
Get Along– Yes Person”
Approval Seeking– Tongue Biting– Approval Seeking
Get Appreciated– Lack of Positive
feedback– Attention Seeking;
Exaggerates– Wants to be noticed
US Army Corps of Engineers
WHEN IT IS MOST IMPORTANT TO SUMMARIZE FEELINGS
• Voice tone or word choice shows high intensity
• Repeating the same point
• When people say they are not being understood
US Army Corps of Engineers
WAYS TO ACKNOWLEDGE
• Summarize your understanding of what people are thinking and feeling.
• Record a summary on a flip chart and use as the record of the meeting.
US Army Corps of Engineers
WHY MEETING LEADERS USE ACTIVE LISTENING
• If there is no acknowledgement, people feel incomplete and unsatisfied
• Disagreeing causes escalation• Agreeing can alienate someone else in
the audience• Active Listening creates an environment
in which people begin to share interests, not just positions
US Army Corps of Engineers
UNDERSTANDING
• Plan Communications by Anticipating Their Interests, Focus and Intent
• Actively Listen• Get Confirmation
US Army Corps of Engineers
US Army Corps of Engineers
GROUP EXERCISE ROLE PLAY
• Need Three Volunteer Actors– PM– Sponsor– Resource Agency Representative
• Role Play a “heated” PDT Meeting• The Rest of the Group Should
Observe as Active Listeners
US Army Corps of Engineers
GROUP EXERCISE ROLE PLAY
• Active Listener’s Analysis– Identify Positive Intent for Each Actor–Were Non-Verbal Cues Consistent
with Verbal Messages?
US Army Corps of Engineers
GROUP EXERCISE ROLE PLAY
• Reenact The PDT Meeting• New PM Volunteer Actor
–PM Uses Active Listening Techniques• Questions, Discussion, or
Observations?
US Army Corps of Engineers
Active Listening
• Focus on what the message sender is feeling and thinking.
• Rather than on the message receiver’s own feelings and judgments
• Summarize in your own words what the speaker is feeling and thinking
US Army Corps of Engineers
ACTIVELY LISTEN
• Identify The Focus and Positive Intent
• Blend Non-verbally: Bodily, Facially and Volume
• Backtrack, Clarify and Confirm
US Army Corps of Engineers
ACTIVELY LISTEN
• Speak To Be Understood–Monitor Your Non-Verbal's–Tell Your Truth–Be Ready to Listen