Building Teams: A Five Day Experiential Learning Event
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Transcript of Building Teams: A Five Day Experiential Learning Event
Building Teams: A Five Day
Experiential Learning Event
Dr. Dan R. EbenerSt. Ambrose [email protected]
www.servantleadershipmodels.com
WELCOME TO CLASS
Visit with your classmates.
Mix around for a while. Introduce yourself. Do not yet open your
packet. Do not go through the
handouts.
Open your packet
Take out contents Name tent Puzzle piece
Find your team members – the matching pieces.
Find the missing pieces at the table.
Place your name tent at table that matches your teammates.
Exercise: Why Us? Why are we a team? Meet in your team room. 25 minutes to introduce yourselves and
to discuss: Why you think you are a team.
Prepare to report to whole group. Prepare to introduce another member of
your team.
Group member introductions
Introduce another member of your group Name Place of Work Job Something else about
them
Team Building: Tuckman
Day One: Forming Day Two:
Storming Day Three:
Norming Day Four:
Performing Day Five:
Adjourning
Exercise: Wisdom of Teams
Quiz on Katzenbach and Smith Taken individually in large
room. Taken as a group in your team
rooms – Consensus decision. Video tape the group
conversation. Instructions on camera
You have 25 minutes. Back here with both sets of
answers.
Individual and Team Scores over “The Discipline of Teams”
Mates Score Team Score
Difference
OneTwoThreeFourFiveAverage XXXXXXX
X
Definition of a Team(Katzenbach & Smith)
A team is a small number of people with complimentary skills who are committed to a common purpose,
set of performance goals, and approach for which they hold
themselves mutually accountable.
The Essence of Teams(Katzenbach & Smith)
Shared commitment to: Team purpose and goals. Working together. Mutual accountability. Open-ended discussion Active problem-solving. Assessing performance. Discussing, deciding and
doing real work together.
What is involved in Teamwork? (Katzenbach & Smith)
A set of values that fosters: Listening. Responding constructively. Giving the benefit of the
doubt. Providing support. Recognizing the interests of
others. Giving credit to others for
their achievements.
Work Groups vs. Teams
Work Groups:� Strong, clearly
focused leader.� Individual
accountability.� Group purpose
is the same as the broader organization.
� Individual work products.
Teams:� Shared leadership
role.� Individual & group
accountability.� Team purpose
defined by the team itself.
� Collective work products.
Work Groups vs. Teams
Work Groups:� Meetings are
usually tell-us events.
� Effectiveness measured indirectly (through org. performance)
� Discusses, decides, delegates.
Teams:� Meetings are
forums for open discussion and problem solving.
� Effectiveness measured directly by evaluating collective work products.
� Discusses, decides, does own work together.
Stages of Team Development(Tuckman & Jensen)
Forming Storming Norming Performing Adjourning
Team
Mat
urity
Mature(efficient,effective)
Immature(inefficient,ineffective)
Failure
FailureFailure
Stage
From Hellriegel & Slocum (2004). Organization Behavior. Mason, OH: Thompson-Southwestern
Stages of Team Development
(Tuckman & Jensen)
Forming Defining goals and tasks, getting
acquainted.Storming
Working through conflict, hostility and strong feelings.
Norming Setting rules, agreeing to processes,
building team cohesion.Performing
Achieving results effectively and efficiently.
Adjourning
Stages of Team Development
(Tuckman & Jensen)
Forming: Defining goals. Outlining tasks. Reviewing procedures. Getting acquainted. Understanding
leadership and member roles.
Stages of Team Development
(Tuckman & Jensen)
Storming: Conflict over work
behaviors. Conflict over goals. Conflict over roles and
responsibilities. Hostility and strong
feelings.
Stages of Team Development
(Tuckman & Jensen)
Norming: Agreeing to decision-
making process. Setting of rules and
norms. Establishing a culture of
acceptable behaviors. Leading to commitment
and cohesion.
Stages of Team Development
(Tuckman & Jensen)
Performing: Achieving results effectively
and efficiently. Accepting roles and
responsibilities. Value interdependence of
work. Working collaboratively. Ultimately, learning and
developing from team experiences.
Essential Characteristics of Real Teams
Committed to a common purpose.
Purpose is translated into tough specific performance goals.
Small size: 2-25. Complementary skill
mix. Specific real work for all
members. Group accountability.
Common Purpose
No common purpose =
No team. Typically a response to
an outside demand. Gives:
Direction. Momentum. Commitment.
Purpose: Translates intotough specific Goals
Goals: Forge work groups into
teams. Compel, energize,
motivate. Facilitate clear
communication. Enhance constructive
conflict. Maintain team focus on
achieving results.
Small Size of Teams
2 to 25. Majority less than 10. Logistical problems. Bonding and
relationship building. Meetings are work
sessions not a distraction.
Size and Number of Relationships
2 = 1 relationship 3 = 3 relationships 4 = 6 relationships 5 = 10 relationships 6 = 15 relationships 7 = 21 relationships 8 = 28 relationships Then: 36, 45, 55, 66,
78… 14 = 92 relationships
in the group.
Complementary Skill Mix
Technical or functional expertise
Problem-solving and decision making
Interpersonal
Specific and real work for all members
Working together for Common Goal.
Matching and integrating tasks/skills.
Everyone does equivalent amounts of real work - No management drones.
Group Accountability
Work group becomes a team when it holds itself accountable: mutual accountability. picking up for team.
Group goals. Group reward and
recognition.
Three Types of Teams
Teams that Recommend things.
Teams that Run things.
Teams that Make or Do things.
Conclusion Move to teams when:
Performance objectives require collective work. Work requires integration of multiple skills,
perspectives and experience. Likely areas:
Customer service . Total quality management. Kaizan (continuous improvement and innovation). Strategic alliances. Complex multi-functional projects/operations.
Most important factor: Clear and compelling Goals
Team Exercise:Analyze the Exchange
Return to Team Rooms. Run the video tape of your
discussion of the answers – Run 10 minutes of tape.
What do you see as you watch the exchange?
Use the “Team Work Analysis Sheets”.
Back in 35 minutes.
Team Meeting Analysis Sheet
Let’s examine our interaction.
Will use this form for several meetings.
Return to Big Room in 30 minutes.
Be prepared for to share one Plus and one Delta in Large Group Discussion.
Report Back Tell us what you
saw? What was
effective? What was
ineffective? What can you do
better next time?
Absence ofTrust
Fear ofConflict
Lack ofCommitment
The Five Dysfunctions of Teams (Lencioni)
Ambiguity
Absence ofTrust
Fear ofConflict
Lack ofCommitment
Avoidance ofAccountability
The Five Dysfunctions of Teams (Lencioni)
Low Standards
Absence ofTrust
Fear ofConflict
Lack ofCommitment
Avoidance ofAccountability
Inattention to
Results
The Five Dysfunctions of Teams (Lencioni)
Status and Ego
The Five Functions
They trust one another. They engage in open and honest conflict around tasks and ideas. They commit to group goals and decisions. They hold each other accountable. They achieve collective results.
Team Models
TuckmanFormingStormingNormingPerformi
ngAdjournin
g
LencioniTrustConflictCommitmentAccountabilityResults
Wilderness Survival
Read instructions. Answer individually first (in large group room). Tape interaction of your team (in small team room). Report your scores to the rest of your team. Make consensus decisions on each of the items. Be prepared to report back to the rest of the class. The instructor will share the experts’ answers to
this case.
Which items are most important for your survival??
Team Decisions
Avoid arguing for your own individual judgments. Approach the task on the basis of logic.
Avoid changing your mind if it is only to reach agreement and avoid conflict.
Support only solutions with which you are able to agree or at least you can live with the answer.
Avoid "conflict-reducing" techniques such as majority vote, averaging, or trading in reaching your decision.
View differences of opinion as a help rather than a hindrance in decision-making.
Record your discussion for 30 minutes.
Expert Decision
Discuss method for decision-making.
Receive experts’ scores. Calculate individual and
group scores. Calculate persuasion
scores. Post and discuss.
Team Exercise
Analyze “Wilderness Survival” exchange on your team’s video.
Run tape, mark worksheet, discuss.
Complete “Team Analysis worksheet”.
Return in one hour. Be prepared to share one Plus and
one Delta for your group interaction.
Team Exercise: Your Identity
Design your own team T-Shirts. Team Name, Motto, Logo, Colors. Try on shirts. Return to big room. Show off your designs. Explain your choices.
Summing and Looking Ahead
Building relationships and forming our teams.
Wear Team Shirts on Thursday.
Tomorrow meet at Panera at 8 a.m.
Later we will return here by 10 a.m.
References
Katzenbach, J. R. and Smith, D. K. (1993). The wisdom of teams. Boston: Harvard Business School Press.
Katzenbach, J. R. and Smith, D. K. (2005). The discipline of teams. Harvard Business Review, 83 (7), 162-170.
Lencioni, P. (2002). The five dysfunctions of a team. San Francisco: Jossey-Bass.
Tuckman, B and Jensen, M. A. (1977). Stages of small-group development revisited. Groups and organization studies, 2, 419-442.