1
Q
What are the effects of team culture?
A
- provides stability or support
- reflects the shared learning desires by team members
- adds to eternal and external operations
- encourages collaboration
2
Q
How do leaders encourage team culture?
A
- Understanding that it is not easy, its a long process and not something that is dictated.
- Understanding the make up of the time: diversity, strengths/weakness, skills
- Present culture —> envisioned culture
- Establish values, mission, vision, and norms
- Empowerment
- Rotate leadership is applicable.
- Evaluate, reward, and correcting
3
Q
5 stages of teams
A
- Forming
- Storming
- Norming
- Performinh
- Adjourning
4
Q
Why is leadership needed on a team?
A
Team requires structure, orginization, vision, and purpose.
Teams constantly need to be reminded about they “why” of what they do, how it maters, and that they are involved in something larger than themselves and their individual goals.
5
Q
The task
A
- The task/goal set out by the team is achieved
- The task/goal set out by the team is executed better than another team
- Often achieving a task is viewed as a given or is expected, but when a challenge is overcome during the process, that is viewed as a success
- When the task not achieved this can hinder social relations and the growth of the individual members
6
Q
Social relations
A
- While working on a task, teams build unity, cohesion, and good communication
- This results in trust and respect
- Which results in team members wanting to continue in the team (“want to” vs. “Have to”)
- When social relations are achieved they hinder the task and the growth of the individual members
7
Q
Personal growth
A
- Participation is good for the individual team members resulting in:
o Greater social support
o New skills and knowledge
o Improved communication and organization
o Rewards - This is not, and cannot be the sole focus of team involvement (WE before ME)
- When individual members are not growing, they are less likely to engage socially, and contribute less toward the overall task.
8
Q
Conditions for success
A
- The right types of people
- A task suitable for teamwork
- Good internal group processes need to be present
- Organizational support.
- promotion of cooperation provisions of resources, rewards success, true empowerment.
9
Q
Characteristics of a successful team
A
- Clear goals
- Appropriate leadership
- Organizational support
- Suitable tasks
- Accountability & rewards
10
Q
Team building
A
- Definition – a development tool focused on improving the operations of teams
11
Q
Learning process for facilitating effectively
A
- the learning process
o participants must be present and open to feeling and learning
o The facilitator mist provide clear directions. Objectives, hazards, and potential goals
o Encourage cooperation
o Generalize and transfer
o Environment of encouragement
o Set the tone
12
Q
Facilitating guidelines
A
- Facilitator guidelines
o Check the site, equipment, and other materials in advance
o Present the problem/challenge clearly, and what can and cannot be used
o Support the team/group without telling them how to succeed
o Be patient
o Pay attention, observe, and be positive
o Remember that positive learning does not always mean successful task completion
o Be intentional about your processing, and in helping the team to process
13
Q
Defining / process of facilitating effectively
A
- Defining / Process
o Experience 0 a structured experience sets the stage for leaning and helps to generate information
o Reflection – participants look back and examining what they saw, felt and thought
o Processing – participants share what they saw, felt and thought and discuss what can be learned, modified, or enhanced fro the future
o Application – experiment with newly formed plan
14
Q
Influencing factors
A
- Communication is always happening.
- Communication is affected by changing levels of trust, power, status, motivation, safety, etc.
- Communication within a team is highly affect by the leader’s emotional intelligence
- How one communicates matters just as much, if not more, that what is communicated.
- Men and women communicated differently
- Affects daily functions of a team from meeting to execution/performing
- Various forms of communication exist
15
Q
Why communication matters
A
- Good communication leads to effective decision making, engaged team members, and successful projects. On the other hand, poor communication within your team cause:
o Imbalanced or duplicate work
o Delayed projects deadlines
o Disappointing project results
o Unsatisfied clients
o Poor costumer feedback
o High team member turnover
o High stress environment
o Low member engagement
16
Q
Communication challenges
A
- Verbally: the meaning of words is subjective, and it is often assumed people know what we “mean”
- Nonverbal: while complimentary, it can also contradict
- Digital: is open to communication
17
Q
6 signs of not good communication
A
- You use too much jargon
- You don’t pick up on nonverbal’s
- You can come off as aggressive
- You don’t time your message right
- You listen to speak, not to understand
- You avoid tapping into your emotions
18
Q
Communication tips
A
- Always provide context; do not assume everyone knows why you are communicating what you are
- Give your team an agenda; where are you going and how long it will take?
- Engage your team in creative ways; photo, video, story etc.
- Prioritize attention listening
- Reform how you ask for questions
- Follow a meeting template
- Use storytelling
19
Q
Collaboration
A
- In the simplest terms, cooperation is about working with others to achieve you own goals. Collaboration on the other hand, is about working with others to produce something together and achieve things
20
Q
12 steps to build Collaboration
A
- Share the company’s mission over and over again.
- Communicating your exceptions for collaboration.
- Define and communicate your teams goals.
- Highlight individual strengths.
- Promote a community working environment.
- Foster honest and open communication.
- Encourage creativity.
- Share knowledge, insight, and resources.
- Lead by example.
- Get out of the office.
- Invest in collaborative tools.
- Celebrate and reward successful teamwork.
21
Q
Road blocks to collaboration
A
- Your team hosts too many meetings without a clear goal.
o Too much talking, not enough doing. - Your team doesn’t leverage software to create stronger alignment.
- Your organization lacks transparency.
- Information (over)sharing.
- Not knowing the answer…at the moment.
- Unclear or uncomfortable roles.
- More work to do.
- Fear of “fighting”.
22
Q
Truths about conflict
A
- Conflict is a natural part of the team process; necessary
- Teams that experience in conflict most likely
o Suffer from unhealthy agreement
o Have poor leadership
o Are operating at “status quo”, not trying to improve or grow - If managers correctly, conflict has tremendous benefits
- If managed poorly or avoided, conflict can be quite destructive
- Conflict in and of itself is not bad, it is ow we manage it that determines that
23
Q
Sources of conflict
A
- Task related conflict (healthy)
o Focused on issues, ideas, and task
o Different opinions regarding the tasks that exist
o Different values and perspectives that exist
o Different expectations exist - Task related conflict, if not managed effectively, can lead to relational or personal conflict.
- Relational or personal conflict (unhealthy)
o Focused on emotion and personalities
o Competition over power, rewards, and resources (takes focus off task)
o Conflict between individual and team goals (ME before WE)
o Poorly run meetings (social factors)
o Personal grudges (personality difference)
o Poor communication (hidden conflict)
o Intergroup dynamics (US vs. THEM mentality)
24
Q
6 conflict resolutions
A
- Avoidence
- Accommodating
- Compromise
- Collaboration
- Competing
- Negotiation
25
Avoidance
- Avoidance: igniting the issues or denies that there is a problem, hoping it will just “go away”
o Creates winners and losers
26
Accomodation
- Accommodation: team members choosing to give up their position in order to be agreeable, which costs the team their opinions and ideas
o Creates winners and losers
27
Competing
- Competing: acting aggressively to win, even if winning becomes more important that making good decisions
o Creates winners and losers
28
Compromising
- Compromising: balancing the gaols of each Epson by getting everyone to “give in” a little
o Promotes equity and fairness, but generally does not result in optimal decisions.
29
Collaboration
- Collaborating: recognizing that everyone involved has important concerns and that the team must discover a solution that satisfies everyone while remaining cooperative and respectful
o Promotes win-win situations, and encourages creativity, commitment, and stronger relationships.
o Works best when members have relatively equal statues and time.
30
Negotiation
- Negotiation tactics are required to keep a win-win perspective:
o Focus on the facts
o Multiple alternatives
o Creates common goals
o Use humour
o Balance the power
o Seek consensus with qualifications
31
Conflict preparation
- DO NOT avoid conflict; embrace that conflict is inevitable
- Establish trust early on (forming stage)
- Establish yearly social relations early on (forming stage)
- Get to know the personalities of team members
- Develop a safe culture
- Conduct regular task and relational evaluations
- Engage the team in team building activities!
32
4 stages of situational leaderhsip
1. Directing
2. Coaching
3. Supporting
4. Delegating
33
Three core leader functions
Setting the direction: (visioning)
Overseeing the team’s operations/progress (motivating)
Developing the team’s leadership abilities (empowering)
34
Conformity
o Conformity – influence via a team’s collective power to fit in (nonconformist are viewed as “outcasts”)
35
Obedience
o Obedience – influence via a team leader due t their level of authority.
36
Compliance
o Compliance – a change in behaviour due to social pressure, but not a change in beliefs attitudes (“I have to”)
37
Acceptance
Acceptance - a change in both behaviours and attitudes (“I want to”)
38
Difference between power and influence
- Influencer leaders share success.
- Influence leaders serve as mentors, inspire innovation and empower others.
- Influence leaders draw out greatness in others.
- Influence leaders ensure employees feel safe.
39
Personal or “soft power”
Expert - based on credibility
Referent - based on others liking and/or admiring
Information - based on the knowledge or information one has.
40
Positional or “harsh power”
o Legitimate – based on a person’s authority.
o Reward – based on one’s ability to reward desired behaviour.
o Coercive – bashed on one’s ability to punish undesired behaviour.
41
Influence tactics
o Rational argument – logic and information
o Consultation – seeking participation
o Inspirational appeals – appealing to one’s ideals
o Ingratiation – using flattering
o Exchange – “I’ll owe you one”
o Pressure – demand and/or threats
o Legitimizing tactics – utilizing authority
o Coalition tactics – “rallying the troops”
42
Power styles
o Passive – polite, wanting to avoid problems
o Aggressive – forceful, wanting to win
o Assertive – clear, confident, waning to collaborate
43
Influence
Influence on its own is neither negative not positive. You can influence others for good causes, such as influencing your family and friends Road opt fairness, justice, and honesty by displaying those behaviours yourself
44
Manipulation
Handling and managing a situation skillfully to serve your own goals.
45
5 levels of leadership
1. Position (Rights)
a. People follow you because…they have to
2. Permission (Relationship)
a. People follow you because …They want to
3. Production (Results)
a. People follow you because … Of what you have done for the organization
4. People Development (Reproduction)
a. People follow you because … Of what you have done for them
5. Pinnacle (Respect)
a. People follow you because …Of who you are and the quality you have
46
Empowerment
- The process of leaders giving power and control away from team members
o Truly separates a team from a group
o A process that fully depends on an organization’s willingness to share information and power
- empowerment is the recognition of potential in others & the creation of necessary conditions for that potential to be realized.
47
Diversity
- Diversifies the the type of information and expertise available
- Provides unique perspectives & experiences
- Can improve productivity and responsiveness
- Can create a balanced team un regard to strengths and weaknesses
- Provides opportunity for the team member growth (leaning from one another)
- Breaks down barriers related to ethnicity, gender, age, etc.
48
Challenges with diversity
- Can lead to interpersonal conflict due to misconception, difference n values, etc.
- Can reduce communication
- Can promote social loafing
- Can lead to stereotyping and judgment
- Can create fear, insecurity, and anxiety
- Can lead to “in” and “out”groups
49
2 types of creative thinking
o Divergent thinking
The generation of potential ideas
The generation of novel, or innovative, ideas; and lots of them!
o Convergent thinking
The analysis of a solution
The uncritical selection of the best useful idea
50
Benefits if creativity
- Teams are able to develop lots of ideas
- Promotes social interaction
- Provides rage opportunity for healthy conflict/debate
- Allows for building upon, or combination of ideas
- Creates excitement and motivation
51
Challenges for creative thinking
- Negative or critical communication discourages creative ideas
- Evaluation of apprehension: the fear of an idea being evaluated
- Interpersonal conflict
- More time s required; less efficient than individual creativity
- Conformity pressures or group think
- Domineering members
- Social loafing
- “Production blocking”; the disruption of thinking due to waiting
- If rewards are used, the reduction of intrinsic motivation
Team Building
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