Group Dynamics

GROUP DYNAMICS MAKING YOUR PROJECT TEAM

WORK

Bill Taylor

Northeast Area Extension Educator

The University of Wyoming is an equal opportunity/affirmative action institution.

University of Wyoming 2

PROJECT WORK TEAMS

Tomorrow you will be assigned to project teams. Teams will be expected to complete a

community project of your design by the end of the institute.

Important for you to understand how groups work, how they should work, some of the pitfalls you may fall into.

We want your project to be a success.


REFERENCES

Team Power by Jim TemmeHow to Lead Work Teams by Fran ReesVarious papers and articles from Free

Management Library at http://www.managementhelp.org/


WHAT IS A TEAM?

Definition that fits your project groups: A group of people who have been empowered

to set goals, make decisions, and solve problems and who have the commitment to make changes to implement their goals and decisions.


KEY WORDS

Empowerment Sharing of power Responsibility for outcomes w/ authority to

produce those outcomes

Goals Absolutely essential to success WBHLI has set the broad goal of developing

and completing (or handing off) a community service project


KEY WORDS (cont.)

Commitment Without commitment goals will not be reached Above all this means participation! Coaching

WBHLI is committed to your success – each group will be assigned a staff liaison to assist you in the process.


KEY WORDS (cont.)

Change Teams require change Support, not competition Share power, not withhold it Take on new responsibilities May push you out of your comfort zone

This is one of the purposes of WBHLI – to help you learn new things


KEY TRAITS

Putting together a team does not necessarily mean it is one. It must begin to function in the traits of a team. One of the main reasons you have been placed

in teams is to begin learning and practicing the traits of a team.

The success or failure of your team project will depend on to what degree you can incorporate these principles.

Your liaison will be there to assist you, but it will be up to you to make your team work.


KEY TRAITS (cont.)

Trust Team members must learn to trust each other.

Actions speak louder than words. Consistent in word and follow-through. Especially true for the team leader.

It will be up to your team to determine your leader. If your leader is not leading your team you will need

to communicate that to them and your liaison.


KEY TRAITS (cont.)

Empowerment You will have the responsibility and power to

influence your team outcomes. The leader must be willing to share power. Team members must be willing to assume

responsibility.


KEY TRAITS (cont.)

Authentic participation One of the most important. Hand in hand with empowerment. Can speak up and act without fear of reprisal. Providing your energy to help the team

complete tasks. How many persons have you seen that simply attend

some or all the meetings, but do nothing to help the group get the work done?


KEY TRAITS (cont.)

Ability to manage conflict Conflict is not bad – it is to be expected. It is how it is handled that can make it bad. Open communication, willingness to listen,

being non-judgmental is essential. Strive for a win-win or consensus where

everyone can support at least part of a decision or task.


KEY TRAITS (cont.)

Communications Proper communications – other person gets same

message I intended. If not, I need to try again and the other person needs to

focus on what they may have missed. Concentrate on giving feedback:

“I heard you say…” “What you just said makes me feel…” “Will you explain or give another example.”

The team is in trouble if you feel someone else is taking over and don’t express your thoughts and/or feelings.


KEY TRAITS (cont.)

Delegation Leaders must delegate tasks.

Goes back to trust – leader must trust members to get the work done, team members must come through on their responsibilities.

Provides learning experience for team members.

Generates motivation. No one is motivated by watching someone else do all

the work.


KEY TRAITS (cont.)

Embrace innovation, creativity, risk taking Don’t stifle ideas. Encourage everyone to be creative. Create energy. Be willing to try something new and risk a

mistake. We will only be creative if we trust the people

we are working with.


KEY TRAITS (cont.)

Leadership Not only accomplishing team goals and

purposes, but also helping team members grow and prosper.

Empowering of team members to be best they can be.

Leaders should be quick to give praise received to the team, and quick to take the blame for mistakes and failures.


KEY TRAITS (cont.)

Decision-making skills Accomplishing goals and objectives means

effective problem solving – this requires making decisions.

Brainstorming generates creative, innovative ideas. However, then the group must act decisively to choose the best and implement them.


KEY TRAITS (cont.)

Integration of personalities Successful team members complement each

other. We will assess and explain the characteristics of

your personalities tonight. A team needs both detailed persons and

dreamers; those task oriented and those people oriented.

A strong team recognizes differences and embraces and capitalizes on them.


KEY TRAITS (cont.)

Need for constructive change Key word – “flexibility.” Willingness to adapt and make timely changes.

Northeast Wyoming is one of the bastions of “We’ve always done it that way!”

The world around us is in a constant state of change – we must be willing to try new things.


KEY TRAITS (cont.)

Goals and objectives Must have a common purpose.

WBHLI will give you your general purpose, but you must come to agreement on your specific goals.

This means give and take to come to consensus.

Commitment comes from the team agreeing on their own goals and objectives.


KEY TRAITS (cont.)

Training Team members need training in decision-

making, problem-solving, consensus, integrating personalities, etc.

WBHLI will be providing training during monthly classes.

Part of your training will be hands-on as you work as a team to accomplish your project.


STAGES OF GROUP DEVELOPMENT

Every group goes through a progression of stages as it matures.

A group cannot skip a stage, but some may be shortened with proper preparation.

Each time the basic purpose of the group changes or members change, some repeat of the stages occur.

Groups may show characteristics of more than one stage, but one will usually be predominant.


STAGES OF GROUP DEVELOPMENT (cont.)

Stage 1: Forming The group is just getting started. Characterized by dependence. Members will use behaviors to stay safe, as no trust has

yet been built. Members desire group acceptance. Members attempt to become oriented to tasks and each

other. Definition of scope. To grow to the next stage each member must give up

some comfort.



Stage 2: Storming Characterized by competition and conflict in personal

relations, organization in task functions. The power structure is being determined, alliances

made. Members waiting to see who has real power and whether

they will be accepted. Who can be trusted? Due to discomfort, some members may remain silent

while others dominate. To progress, must move from “testing & proving” to

problem-solving. Most important trait – ability to listen.



Stage 3: Norming Characterized by cohesion. Engaged in acknowledgement of contributions of all

members. Willing to change ideas. Growth of trust. Sense of belonging and relief. Major task: data flow between members – sharing,

feedback, exploring actions to address tasks. May feel so good they begin to fear future breakup of

the group and begin to resist change.



Stage 4: Performing Not reached by all groups. True interdependence. Can work independently, in subgroups, or as complete

team equally. Roles & authority adjust to task at hand. Members feel self-assured in the group. Genuine problem-solving begins.

Leads to optimal solutions and group development. Support for experimentation with emphasis on

achievement.



Stage 5: Adjourning Termination of task behaviors. Disengagement from relationships. Best to have a planned conclusion to provide

closure and memories. Celebration of group achievements. Recognition of individual contributions.

Can create apprehension. Giving up relationships and group inclusion.


TEAM RULES

The first meeting of a team should establish the basic ground rules for operation. These may be amended by agreement as needed.

WBHLI teams should determine a chair(s) and recorder.

Brainstorm rules of operation. Record those rules agreed upon for later

reference.


TEAM RULES (cont.)

Sample rules: We will be on time, every time, in the delivery of

our goods and services and for our team meetings.

It’s okay to disagree with each other, but it’s not okay to be disagreeable.

All team members will participate in problem solving and decision making.

We will always strive for quality in producing goods and services.


TEAM RULES (cont.)

Sample rules (cont.): We will always strive to set goals that are

measurable and attainable. If we disagree with each other, we will always

make an honest attempt to resolve our differences.

All team members will strive for open and honest communication.

The team leader will coach team members to function effectively and efficiently.


TEAM RULES (cont.)

Sample rules (cont.): Team members will take responsibility for their

own outcomes. New team members will be welcomed to the

team enthusiastically. We will be flexible and change-oriented rather

than opposed to change. We will emphasize innovation and creativity.


WE WANT YOUR TEAM PROJECT TO SUCCEED!

WE WILL DO WHAT WE CAN TO HELP YOU.

BUT, THE SUCCESS OF YOUR TEAM AND PROJECT WILL

DEPEND ON YOU!

Group Dynamics

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Transcript of Group Dynamics