introduction - scarborough & ryedale ccg...forming, storming, norming, performing bruce tuckman...
TRANSCRIPT
INTRODUCTION 4th September 2018
A little about me…
Neil Arnott
30 years experience in management, accounting
and education
Written 18 text books
Co-owner of Escape Room Scarborough since
January 2018
SESSION ONE “What’s My Role?”
Session One –
“What’s My Role?”
We all work in teams – but how do we fit in?
What elements link the most successful teams?
How can I understand my role (and that of
others) in creating a successful team?
What is a Team?
“A group of people working together to achieve defined objectives”
Teams are created by management
‘Long-term’ teams – eg normal working team
‘Special’ teams – eg for a one off project
Aim – the perfectly performing team
Benefits of Teamwork
Pooling of skills and abilities
Creative thinking
Motivation
Help and support
Move to Mission
Creating New Teams
May be a new team, or changes to an established
team
Change causes stress
Resistance to change
Fear of the unknown – new job roles, new
people
Changing team dynamics need to be managed
Forming, Storming, Norming, Performing
Bruce Tuckman
Identified 4 ‘stages’ of team development
Four stages of a team
1.Forming – the team is created.
Individuals are generally polite but
wary. High dependence on leaders
for guidance and direction – there
is uncertainty about roles and
responsibilities and leaders need to
direct
Four stages of a team
2. Storming – team members
compete for position, cliques form,
power struggles and dissent.
Compromises may be needed and
leaders need to coach
Four stages of a team
3. Norming – agreement and
consensus about roles and
responsibilities; big decisions made
by group agreement but smaller
decisions can be delegated. Growing
respect for each other and the
leader. May be fun or social
activities. Leader needs to facilitate
and enable
Four stages of a team
4. Performing – team is strategically
aware, has shared vision and can
operate on its own – there is a high
degree of autonomy and any
disagreements are easily resolved.
Team requires no instruction and the
leader delegates and oversees
Second questionnaire
Team Members
All people are different…they have different
skills, knowledge and personalities
A team’s effectiveness will depend upon the
combination of team members having the right
skills and personalities to work well together
Each member should ‘know their role’
Team Members
TIGGERS are full of energy and love
nothing better than to bounce
around…”Cos that’s what Tiggers do
best”
Tiggers will take on new projects with
great enthusiasm and are brilliant at
motivating everybody else in the early
stages. However, they quickly lose
enthusiasm and get bored, and want
to be off trying new things before
finishing off what they started
Tiggers can also rub some people up
the wrong way with their unending
energy and enthusiasm
KANGA is a ‘mother figure’. Kanga is
mother not only to Baby Roo, but to
all the other characters. She is kind,
thoughtful and caring.
Kangas are good at lifting people’s
spirits when they are low; they
provide solid, sensible advice and
always seem to know the right thing
to say in any difficult situation.
Kangas are not really ‘action-driven’ –
they may seem a little slow to react
to new opportunities and lacking in
‘killer instinct’
EEYORES are generally seen as
somewhat dull, boring, negative, slow
and lacking in energy
Eeyores are generally pessimistic
about change, but once involved they
are loyal and hardworking. They act
as a calming influence to Tiggers,
slowing them down and ensuring rash
decisions are not taken.
OWLS are generally know-it-alls. They
love to use long words and waffle on
and on. They are generally wise, but
are also often full of their own self-
importance.
Owls genuinely want to give the best
advice, and believe they are doing so.
However, their advice will sometimes
backfire. They often love to direct
others but are not prepared to get
their own hands dirty. Others respect
them, however, because of their
perceived wisdom, knowledge,
experience or professionalism
RABBITS are organisers… can be
thought of as ‘Captain Rabbit’. They
run around issuing orders to others,
keeping the team in order. They have
energy, but this is often wasted
running around rather than acting.
Rabbits can often seem bossy and
self-important; however, in a crisis a
rabbit can be useful because they get
people organised and into action
PIGLETS are worriers. They are
frightened of change, of new things.
They are happiest ‘tagging along’ with
others, but they are hard workers,
and tremendously loyal.
Piglets are often guilty of under-
estimating their own abilities; they
often have lots to offer a team but
are not prepared to volunteer
themselves. Their contribution and
potential can often be ignored. It
needs an effective manager – or
sometimes a crisis – to see the true
strength of a piglet
POOH is a happy-go-lucky, friendly
character. Not particularly bright or
academic, not always the hardest-
working or most ambitious, Pooh is
the ‘glue’ that holds the team
together.
Pooh enjoys the simple things in life.
He is gifted with an uncommon, clear-
eyed wisdom – things just seem to
‘happen’ (such as his invention of
Pooh Sticks).
What is most important for Pooh is
the well being, happiness and feelings
of his friends, and he is often the first
character that others turn to in a
crisis, or for support or help.
Capt. Mainwaring
Sgt Wilson
Cpl Jones
Private Pike
Private Fraser
Private Godfrey
Pompous, self-appointed leader
Diffident, self-effacing. Offers
sound advice
Easily excitable, boyish enthusiasm
Happy-go-lucky, untroubled
Dour, blunt, gloomy outlook
Quiet, amiable, vague, frail
Capt. Mainwaring
Sgt Wilson
Cpl Jones
Private Pike
Private Fraser
Private Godfrey
Pompous, self-appointed leader
Diffident, self-effacing. Offers
sound advice
Easily excitable, boyish enthusiasm
Happy-go-lucky, untroubled
Dour, blunt, gloomy outlook
Quiet, amiable, vague, frail
RABBIT / OWL
KANGA
TIGGER
POOH
EEYORE
PIGLET
Personality Assessment
Meredith Belbin
Identified Team ‘Roles’
Said a successful team needs a balance of different skills and personalities
Everybody is made up of a mix of these personalities
Identified different (but over-lapping) role types
So which are you?
Identify two highest scoring categories – these are likely to be your key roles
Identify lowest scoring categories – these are likely to be your least favourite roles
Implementers (IMP)
Strengths
Practical common sense
Self-controlled
Makes things happen
Disciplined
Loyal to organisation
Reliable
Allowable Weaknesses
Lack spontaneity
May be ‘rigid’ or
‘inflexible’
Maybe slow to respond
to new opportunities
Co-Ordinators (CO)
Strengths
Mature
Confident
Delegates and organises
Good chairperson
Clarifies goals and objectives
Allowable Weaknesses
My be seen as
manipulating others
Off loads own work to
others
Shaper (SH)
Strengths
Motivated
Competitive
Drives the team forward
Headstrong
Generates action
Imposes own ‘shape’ on
the group
Allowable Weaknesses
Push others into action
Emotional
Does not respond well to
weakness or failure
Frustration
May lack interpersonal
skills
Plant (PL)
Strengths
Creative
Imaginative
Thinks outside the box
Solves difficult problems
‘Ideas Person’
Allowable Weaknesses
Ignores detail
Doesn’t always
communicate ideas well
Resource Investigator (RI)
Strengths
Extrovert
Enthusiastic
Communicative
Explores opportunities
Develops Contacts
Allowable Weaknesses
Over-optimistic
May lose interest after
initial enthusiasm
Monitor Evaluator (ME)
Strategic
Discerning
Maybe good at analysing
options
A good judge
Allowable Weaknesses
Lacks drive
Doesn’t engage or
inspire others easily
Completer Finisher (CF)
Strengths
Painstaking
Conscientious
Anxious
Finds errors or omissions
Hits deadlines
Allowable Weaknesses
Can be a worrier
Doesn’t see big picture
Won’t delegate
Team Worker (TW)
Strengths
Co-operative
Mild
Perceptive to people
Diplomatic
Good Listener
Averts friction
The ‘glue’
Allowable Weaknesses
Indecisive
Avoids conflict
Specialist
Belbin subsequently introduced an extra role – the
Specialist – who brings expert knowledge to the
team
Session Two Things Ain’t What They Seem
So…did you see it?
Over 50% of people do not see the gorilla
I did not the see the gorilla!
However, in tests a far higher proportion of
people said they believed they would see it
Session Two
“Things Ain’t What They Seem”
Everybody perceives the world differently
How does this affect the way we think, act and
work?
How fallible are we – and what impact does this
have on us?
Some Amazing Brain Facts
The typical brain comprises about 2% of the body’s
total weight
Your brain is 73% water and weighs about three pounds.
The latest estimate is that our brains contain roughly 86 billion brain cells.
Each neuron can transmit 1,000 nerve impulses per second and makes as many as tens of thousands of synaptic contacts with other neurons.
A piece of brain tissue the size of a grain of sand contains 100,000 neurons and 1 billion synapses, all communicating with each other.
But despite all that…
The human brain is incredibly fallible
We make mistakes all the time
We forget things
We can generally only focus on one thing at a
time
Inattentional Blindness
We believe we would be good at spotting things
out of the ordinary
BUT WE ARE NOT!
The Impact of Inattentional Blindness
We are fallible – but we don’t believe we are!
We believe we will see more than we do, react
quicker than we do and overestimate our ability
to multi-task
Normally this does not create problems but…
The Impact of Inattentional Blindness
Causes
Overload – engaging attention on a high load has a
strong effect on the brain’s response to the rest
of the world
The visual cortex ceases to respond to unattended
information
Neurons in the brain respond more weakly and
their orientation is less specific, less precise and
more ‘noisy’
Contributory Factors
The greater the demands on our attention, the less likely we will see something unexpected
The more like the ‘ignored’ elements of a scene something is, the less likely we are to spot it
The more distracted we are, the less likely we are to see something
The more tired we are, the less likely we are to see something
Overload of stimuli
Probable Effects of Inattentional
Blindness
Accidents
Errors
Misjudgements
Inaccurate testimony
Do you remember earlier?
The ‘visitor’ to the session?
Could you describe him?
What clothes was he wearing – top, trousers, shoes, hat?
What hairstyle and facial hair did he have?
Was he wearing glasses?
Can you describe the car?
The fallibility of eye-witnesses
Most studies show that eye witness accuracy is
low
Eye witnesses who claim to be confident in their
statement are only very slightly more likely to
actually be accurate
Jurors place great emphasis on eye witness
statements
Selective Attention
Paying attention only to part of the evidence, and
disregarding the rest – consciously or sub-
consciously
We miss information that could help
disprove our belief
We take in only a biased selection of the
evidence, leading to biased interpretations
and biased memories
Applying this to the workplace
Particular concern in healthcare
Dealing with patients
Diagnoses
Complaints
Disputes within the team
What are the implications?
There is little we can do to improve – but it helps to be aware of our failings
Understand how overload and other factors can affect observation and judgement
Recognise our intuitions may be wrong more often that you would think
Maximise attention by minimising distractions
Pay attention to what others might not notice – don’t assume everybody will see everything
Importance of contemporaneous record keeping
One last try…
THANK YOU!