1TEAMPRES.PPT

Teams and Team DevelopmentPutting the Pieces Together ...

TEAMS

CommunicationConflict

ResolutionDiversity

Coaching

DecisionMakingMeeting

EffectivenessTeam

Charter

ProblemSolving

DecisionMaking

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Teams

TEAMS

CommunicationConflict

ResolutionDiversity

Coaching DecisionMakingMeeting

EffectivenessTeam

Charter

ProblemSolving

DecisionMaking

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Ingredient Module

Clearly Defined Team Objectives, Scope, Team Charter

Roles & Responsibilities, Key Activities,

Key Deliverables, Critical Success

Factors, Metrics, Risks, and

Boundaries

Clearly Defined Meeting Guidelines Meeting Effectiveness

Cooperative, Committed, and Trusted Climate Team Effectiveness

Clear, Effective, Constructive Communication Plan

Communication

Understanding of Problem Solving Techniques Problem Solving

Well-defined Decision-making Processes Meeting Effectiveness & Decision Making

Understanding of Conflict Resolution Conflict Resolution

Techniques

Awareness of Diversity Issues Diversity

Understanding of Proper Coaching Techniques Coaching

Ingredients for a Successful Team

TEAMS

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“A team is a group of people who must collaborate to achieve common goals, and who assume responsibility for the functioning and performance of the group.”

CommonGoals

CommonOperatingProcedures

Inter-dependent

Accountable

Goals of a team need to be (1) clear and explicit, (2) motivatingand challenging, (3) tied to rewards in order for a team to reacha level of maximum performance.

This means that team members have established systems, procedures, processes and norms for addressing the various issues facing the team, e.g., procedures to reduce conflict.

Team members must (1) understand team goals, (2) becommitted to team goals, (3) demonstrate a willingness to solveindividual and team problems.

Each member of a team must be held responsible for producingspecific outputs and results. There must be a clear delineation ofroles and responsibilities.

What is a team?

TEAMS

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Differences Between Teams and Work Groups

TEAM WORK GROUPTeams achieve a balance between concernfor the process of the group and the finalresults.

Work groups only emphasize results. Work groups do not formally develop skills for working together for common goals.

Teams encourage open communicationbetween members.

Work groups tend to limit communication toimmediate supervisors or managers and so individuals tend not to gain the expertise and ideas of others.

Teams encourage collective effort. Work groups promote individual performance. This leads to group members who focus on completing their task with little interest or coordination with other group members work.

Teams operate with a high degree of autonomy and experience a high degree of ownership of project goals. In addition, teams demonstrate greater ability to solve problems and think creatively, which leadsto higher productivity and quality products.

Work groups work with a high degree of management control.

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Component DefinitionComponent

Characteristics of High Performing Teams

There are seven components which distinguish high performing teams from teams that experience problems ...

1. Clarity in Team Goals

2. Clearly Defined Roles

3. Clear Communication

4. Well Defined Decision Procedures

Groups often assume their goals are clear and then later experience mistakes due to confusion. Goals need to be specific, attainable, and well communicated.

To clearly define roles of a team, you need to: design formal roles and responsibilities,set clear boundaries for each role, designjob team responsibilities that use each member’s talents and rotate general roles.

Clear communication exists when team members speak with clarity and directness,listen actively, explore ideas rather than argue over them, openly share information & provide constructive feedback not criticism.

When teams develop effective decisionmaking procedures they: explore importantissues by polling members, decide importantissues by consensus, use high quality data asa basis for decisions, agree who will make what decisions.

When team goals are not clear, potential troubles may include frequent disagreement about next steps, frustration at the lack of progress and excessive questioning of groupdecisions and actions.

When there are no clearly defined roles the skills of team members will not be fully utilized. There may be confusion over which team member has a specific task and some mayget more than their share of tedious chores.

Teams with poor communication have memberswho have a tendency to withhold information,discount others’ ideas and opinions and coverup true feelings.

Without well-defined decision makingprocedures, teams find it difficult to break out of the old orientation of being told what to do as opposed to deciding for themselves.

Potential Issues If Missing

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DefinitionComponent

Characteristics of High Performing Teams Continued

The seven components continued ...

5. Established Ground Rules

6. Balanced Participation

7. Improvement Plan

Establishing rules for the team involves the process of members deciding what are acceptable and unacceptable behaviors within the team for both tasks and relationships.

This strategy not only contributes to gettingthe job done, but it develops all members’expertise in all areas, which strengthens the team’s performance.

The goal of an improvement plan is to ensure high team performance. The plan needs to cover 5 activities:- Maintain communications- Fix obvious problems- Look upstream to larger issues- Document progress and problems- Monitor changes

Without openly stated rules teams oftenexperience frustration and confusion in othermembers’ behaviors. Potential troubles may include members who continue behavior thatfrustrates other team members.

Without balanced participation, performance can result in certain members having too much or too little influence based on their skill set,and cross-job coverage not supporting productivity goals.

Without an improvement plan, the team may use ineffective approaches to address problemsthat result in little or no improvement of teamoutput.

Potential Issues If Missing

TEAMS

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Stages of Team Development

Forming Storming Norming Performing

The four stages of team development are ...

TEAMS

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Forming and Storming

Forming Storming

The forming stage occurs when teammembers first come together as a team.

How members Feel:• optimistic• proud• anxious/suspicious about the job • resentful

How members Act:• unfocused • impatient

During the storming stage, teamsdiscover teamwork is more difficultthan they expected.

How members Feel:• attitudes fluctuate• resist new approaches

How members Act:• argue • defensive/competitive• question wisdom of approach• tension/jealousy

TEAMS

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Norming and Performing

Norming Performing

The norming stage begins as the teammoves beyond the storming stage andbegins to function as a team.

How members Feel:• acceptance of team• ability to express constructive criticism• relieved - it’s going to be O.K.

How members Act:• avoid conflict • share• common spirit/goals• establish ground rules and boundaries

When a team reaches the performingstage it is functioning as a high performance team.

How members Feel:• better understanding of team strengths and weaknesses• insight into personnel and group processes• satisfied with the team

How members Act:• self change• prevent and work through group problems• close attachment to the team

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FACT: As each bird flaps it wings, it creates an “uplift” for the bird following. By flying in a “V” formation, the whole flock adds 71% greater flying range than if each bird flew alone.

LESSON: People who share a common direction and sense of community can get where they are going quicker and easier because they are traveling on the thrust of one another.

FACT: Whenever a goose falls out of formation, it suddenly feels the drag and resistance of trying to fly alone. It quickly gets back into formation to take advantage of the “lifting power” of the bird immediately in front.

LESSON: If we have as much sense as a goose, we will stay in formation with those who are headed where we want to go.

FACT: When the lead goose gets tired, it rotates back into the formation, and another goose flies at the point position.

LESSON: It pays to take turns doing the hard tasks and sharing leadership; people, as with geese, are interdependent with each other.

FACT: The geese in formation honk from behind to encourage those up front to keep up their speed.

LESSON: We need to make sure our “honking” from behind is encouraging.

FACT: When a goose gets sick or wounded or shot down, two geese drop out of formation to follow him down to help and protect him. They stay with him until he is either able to fly again or dies. Then they launch out on their own with another formation or catch up with their flock.

LESSON: If we have as much sense as the geese, we will stand by each other; DON’T SHOOT THE SICK OR WOUNDED.

TEAMS

Lessons from the Geese

There is an interdependence in the way geese function.Teams, like flocks of geese, learn from their experience.

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Team Charter

TeamCharter

TEAMS

CommunicationConflict

ResolutionDiversity

Introductionto Teams

DecisionMakingMeeting

Effectiveness

ProblemSolving

DecisionMaking

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TeamCharter

• An agreement between the team and its sponsor

• A communication tool between the project and the organization

• A high-level guide for the project

What is a Team Charter?

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Objectives: Goals of the team.Scope: Fundamental aspects of the project that will not change:

objectives, limits, initial assumptions, timeframes.Roles/Responsibilities: Duties & assignments for each member of the team.Key Activities: Defined by the workplan to foster accomplishment of the

project.Key Deliverables: Tangible outcomes of the project, usually in the form of documents.

These should be tied directly to Key Activities.Timeline/Schedule: Target dates for completion of the project and its various phase,

activities, etc.Milestones: Dates of key accomplishments of the team.Critical SuccessFactors: Any factors that must occur to ensure success of the project.Metrics: Information looked at regularly and systematically to monitor,

control, and improve our work.Risks: Anything that prevents the team from completing the key activities.Boundaries: Factors that limit the scope of work (e.g. timeframes).

TeamCharter

Components of a Team Charter

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Example Team Charter

~WRO0002.doc 1 9/11/95

Denver Broncos Football Team

Objective: To win the Super BowlScope: Play a sixteen game regular season schedule, two playoff games, and the SuperBowlRoles & Responsibilities: Quarterback - Team Leader, calls offensive plays Defensive Back: Defensive leader, calls defensive plays Punter: Kicks punts in fourth down situationsKey Activities: Practices four times a week, Games every Sunday (two on Monday)Key Deliverables: Offensive playbook, Defensive playbookCritical Success Factors: Best record in AFC West , to make playoffs. Few turnovers,Minimal penaltiesMetrics: Points scored, Yards allowed, Win/ Loss recordRisks: Injurys to players, weather conditions during seasonBoundaries: Game scheduled, roster after final cuts

TeamCharter

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Team Charter Validation

Objective - Does it accurately described the project?

Scope - Is the project well defined?

Roles & Responsibilities - Have they been determined for all team members?

Key Activities - Will they allow team to meet its objectives?

Key Deliverables - Are they tangible, and do they demonstrate results?

Timeline/Schedule- Is the schedule sufficient to finish the project on a timely basis?

Milestones- Do they support accomplishment of the project?

Critical Success Factors - Do they ensure team’s success?

Metrics - Do they accurately measure results, and support critical success factors?

Risks - Are they full documented, and do they significantly impede success?

Boundaries - What elements are in, and out, of the project?

Sponsor - Is the sponsor at a high enough level in the organization to clear barriers, provide

resources, etc?

TeamCharter

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Team Charter Validation ...

Who validates the Charter? The team sponsor, and other key stakeholders of the project.

What does the validation process A series of meetings with the sponsor and other consist of? stakeholders where representatives of the team talk through the various components of the

Charter getting feedback and sign off on each part from the stakeholders.

How does validation usually go? Each iteration usually brings fine-tuning to the respective components. Once all parties are in agreement, and support the team moving ahead with its efforts.

TeamCharter

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Meeting Effectiveness

TEAMS

CommunicationConflict

ResolutionDiversity

Coaching

DecisionMakingMeeting

Effectiveness

TeamCharter

ProblemSolving

DecisionMaking

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• Simple method for effective, direct, communication of information perceptions, concerns, etc.

• Structured forum for reaching decisions and resolving conflicts

• Dedicated time to work on goals and objectives

• Gathering for face to face interactions and opportunities to develop familiarity, and trust as a team

• Place where outsiders can interface with all team members at the same time to communicate important information

• Facilitates involvement, input, and ownership in results

• Enables/supports easy clarification & elaboration of information and intent

DecisionMakingMeeting

Effectiveness

Source: Jonier & Associates, The Team Handbook, 1988.

Why have meetings?

Meetings should provide a ...

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Create meeting ground rules

Create guiding principles

Use agendas with clear definition of expected outcomes & processes

Apply effective facilitation methods

Manage meeting processes to achieve desired outcomes

Document meetings

Evaluate meetings (to identify & address problems early & to enable continual improvement in team effectiveness)

DecisionMakingMeeting

Effectiveness

Source: Jonier & Associates, The Team Handbook, 1988.

General Meeting Guidelines

Teams should commit to the following guidelines ...

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• Start all meetings on time

• Establish an agenda and stick to it

• Use a flip chart to record ideas

• Everyone should participation

• No side discussions

• Test ideas for agreement

• Document & distribute all meeting minutes and group decisions

• Clarify follow-up responsibilities

• Agenda will be developed for the next meeting

DecisionMakingMeeting

Effectiveness

Create Meeting Ground Rules

Ground rules should be specific enough to enable easy compliance and enforcement. Examples ...

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• Review of Agenda and Time Contract

• Assignment of Meeting Roles

• Review of Meeting Purpose

• Brainstorming/Discussion

• Consensus Development

• Development of Path Forward Plans

• Meeting Feedback (e.g. “Likes”, “Changes”, and “Overall Rating”)

DecisionMakingMeeting

Effectiveness

Source: Jonier & Associates, The Team Handbook, 1988.

Typical Meeting Structure

A meeting will typically have the following format ...