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Team Building
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Team Building

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How to create a Healthy Workplace …

How to create a Healthy Workplace
Getting people from different skill / expertise to form a cohesive unit
Introducing new members into a team: how to ensure this transition runs smoothly
Solving team conflict
Power struggles, politics and slackers
Tips and techniques for forming a team

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  • Aboriginal leaders, managers, and directors are faced with increasingly complex issues, accelerated change, and new ways of doing business. They are also finding new and creative ways to move beyond standard corporate models of governance to embrace culturally grounded models of Indigenous governance. This program will explore the structure and management of a governing body for maximum efficiency and effectiveness, with particular focus on building solid foundations for Indigenous good governance. You will come away with tools to strengthen your governance foundations, facilitate new processes, run more productive meetings, and be more effective in your decision-making.
  • Introducing new members into a team: how to ensure this transition runs smoothlySolving team conflictPower struggles, politics and slackersTips and techniques for forming a team
  • Solving team conflictPower struggles, politics and slackersTips and techniques for forming a team
  • Power struggles, politics and slackersTips and techniques for forming a team
  • Bullying behaviour can become reinforced and entrenched as the recipient becomes increasingly distressedSource: http://www.docstoc.com/docs/44077966/Preventing-and-Managing-Workplace-Bullying
  • Upward, downward, peer to peer
  • The truth is that women, as a sex, are akin to crabs. You can catch one crab, place it in a bucket, and soon it will claw its way out to freedom. But if you catch two crabs and place them in the bucket together, you are golden. Crabs, like women, do not allow one another to advance in life. All of the crabs may wish to escape the bucket, but at the same time, if they see one smart enough to be close to escape, they will reach up and pull the almost successful crab back down. They would rather wallow in sorrow together, than to watch one of their own succeed. Source: http://1conservativemomma.wordpress.com/2009/06/10/the-truth-about-why-they-hate-palin/
  • Transcript

    • 1. Promoting Healthy Workplace &Enhancing Team Dynamics 2:15 Dec 6th, 2012 Infonex 1045 Whitehorse Chris Hylton 800 449-5866 chris@hylton.ca
    • 2. Agenda2  How to create a Healthy Workplace  Getting people from different skill / expertise to form a cohesive unit  Introducing new members into a team: how to ensure this transition runs smoothly  Solving team conflict  Power struggles, politics and slackers  Tips and techniques for forming a team CG Hylton Inc
    • 3. This is your show3 Do you have any workplace issues we can try and solve for you in this session? CG Hylton Inc
    • 4. What is an4 “Employer of Choice”?  Any employer of any size in the public, private or not-for-profit sector that attracts, optimizes and retains top talent… because the employees choose to be there CG Hylton Inc
    • 5. Which results in5  Employees choosing to work or continue to work for your organization… even when presented with other and more enticing employment opportunities CG Hylton Inc
    • 6. Does anyone know the top6 reason people stay in a job? CG Hylton Inc
    • 7. Where does salary stack up?7 When an employee is considering a job, what do they look for? Any ideas? CG Hylton Inc
    • 8. Where does salary stack up?8 When an employee is considering a job, what do they look for? 2003 data 1. Company policy 2. Company administration 3. Relationship with Supervisor 4. Working conditions 5. Salary Source: August 2003 survey by the Society for Human Resource Management (SHRM) and CareerJournal.com CG Hylton Inc
    • 9. Ipsos 2007 Survey  Top reason for staying in the job – like the work, like the atmosphere CG Hylton Inc 9
    • 10. IPSOS 2007 Survey Top 5 reasons forstaying in a job1. like the work2. like the co-workers3. like the company4. learning a lot5. salary satisfaction CG Hylton Inc 10
    • 11. Improving Morale in theWorkplaceIpsos survey Top reason for staying in the job – like the work, like the atmosphere CG Hylton Inc 11
    • 12. First Break All the Rules The Q12 Elements Expectations  Opinions count Resources  Mission Do what I do best  Co-workers Recognition  Best Friend Care  Feedback Development  Growth Buckingham & Coffman, 1999 CG Hylton Inc 12
    • 13. Group Agreements ALL IDEAS AND POINTS OF VIEW HAVE VALUE13 You may hear something you do not agree with or you think is "silly" or "wrong." Please remember that one of the goals of this meeting is to share ideas. All ideas have value in this setting. Also share YOUR ideas and thoughts and avoid editorials of another colleague’s comments. SAFE SPACE What is shared and discussed with one another should “stay here” – apart from ideas and solutions that will help your own work and agency. USE COMMON CONVERSATIONAL COURTESY Please dont interrupt; use appropriate language, avoid third party/ side bar discussions, etc. CG Hylton Inc
    • 14. Group Agreements14 HUMOR IS WELCOME BUT humor should never be at someone elses expense. CELL PHONE / TEXTING / E-MAIL COURTESY Please turn cell phones, or any other communication item with an on/off switch to “silent. If you need to respond, kindly step outside BE COMFORTABLE Please feel free to take personal breaks as needed ANY OTHERS AGREEMENTS TO ADD? CG Hylton Inc
    • 15. What is a team?15  Give an example of a teams you’ve worked in  What makes a team effective?  Please give an example  What makes a team ineffective?  Please give an example CG Hylton Inc
    • 16. Types of Teams16  Athletic  Winningis the ultimate goal  Everyone strives towards the gold medal  Two Man  Partnership  Consensus between two people  Like a marriage CG Hylton Inc
    • 17. Types of Teams17  Community  Group of individuals that share and collaborate with one and another  Look to peers for support  Most successful in the workplace!! CG Hylton Inc
    • 18. 18 Any other teams you can think of? CG Hylton Inc
    • 19. Strengths of Teams19  Use team member’s strengths, expertise and resources  Member strengths may complement others  Diverse perspectives CG Hylton Inc
    • 20. Getting people from different skill / expertise to form a20 cohesive unit  Any ideas? CG Hylton Inc
    • 21. Strengths of Teams21  Have support when need it  Strength in numbers– when one or members are fatigued another team member can carry the torch  Others? CG Hylton Inc
    • 22. Weaknesses of Teams22  Team and team members may punish, shun or exclude outliers  Group think–narrow focus and results in uncritical analysis of options  Scapegoating: singling out a single member to place blame CG Hylton Inc
    • 23. Weaknesses of Teams23 Group Divisiveness: tendency for group to lean towards extreme decisions Peer pressure: agreeing to decision because of what other members of group want Team members need to relinquish some latitude and control over outcome and process CG Hylton Inc Others?
    • 24. Communication24 Openly expressed ideas and feelings All involved in participation and leadership Resources of members are used to the fullest Important to continually communicate so that everyone CG Hylton Inc
    • 25. Communication25  Team goals are mutually developed and clearly understood by entire group  Committed to achieving the goal CG Hylton Inc
    • 26. Team Cohesiveness26  Team cohesiveness and effectiveness take time to develop  Drawn to a common goal and all are in pursuit of that goal  The Railroad Model - a schematic view of teams and their development over time CG Hylton Inc
    • 27. Introducing new members into a team: how to ensure this27 transition runs smoothly CG Hylton Inc
    • 28. Effective Teams28 Have three core skills/activities: 1. Accomplishment of goals 2. Group maintenance 3. Develop and change to improve effectiveness CG Hylton Inc
    • 29. 1. Accomplishment of Goals29  What are goals?  Combination of members individual goals  The main point as to why the group formed  In a group make short term and long term goals  Short term goals  Writing, planning, parts of the project done by the end of the week or end of the day  Long term goals  When to get major parts of the project done by  When the project should be done by CG Hylton Inc
    • 30. 2. Group Maintenance30  Stop and check to make sure everyone is understanding and doing okay  Help other team members who are struggling to finish  Ask help when you need it, that’s what teammates are for CG Hylton Inc
    • 31. 3. Develop and change to improve31 effectiveness  If some things are not working then go back to the drawing board!  Create a new action plan  Voice any issues that arise CG Hylton Inc
    • 32. Efficient Teams32  An efficient team will result in:  Reduced errors  Building of strong relationships  Promoting responsibility  Facilitate accomplishment of a task CG Hylton Inc
    • 33. Decision Making33  Decision By Authority  Efficient when time is a crucial factor  Often not effective for lack of all member’s involvement  Decision By Expert  Expertwill know more about the problem  Who is the expert?  Team members may have experience and knowledge CG Hylton Inc
    • 34. Decision Making34  Decision By Majority Vote  Commonly used  Efficient  Decisions require commitment of all members  Voting results in divisions of winners and losers CG Hylton Inc
    • 35. Decision Making35  Decision By Consensus  Most effective  Everyone agrees with the decision  Requires each member to discuss opinions  Requires careful listening and effective communication  Produces innovative and high quality decisions CG Hylton Inc
    • 36. HIGH36 Q Command Consultation U Majority Rule A L I Minority Rule T Chance Y Consensus LOW HIGH COMMITMENT CG Hylton Inc
    • 37. Solving Team Conflict37 CG Hylton Inc
    • 38. Successful Teams38  Conflict  Valued if managed constructively  Promotes awareness of problems  Encourages change  Increases motivation  Conflict Resolution  Reduces underlying tension  Promotes team unity CG Hylton Inc
    • 39. Giving Constructive Feedback39  Use “I” messages not YOU ones  Use the word confusion  Restrict your feedback to things you know for certain.  Help people hear and accept your compliments when giving positive feedback. CG Hylton Inc
    • 40. Receiving Feedback40  Listen carefully.  Ask questions for clarity.  Acknowledge the feedback.  Acknowledge the valid points.  Take time to sort out what you heard. CG Hylton Inc
    • 41. Team Conflict Resolution41  Groups have to learn the requisite conflict- resolution skills.  Disagreements are to be encouraged and accepted as a natural consequence of a dynamic, active organization.  Effective teams create a climate in which people feel free to express their opinions even when those opinions are at odds with those of other team members. CG Hylton Inc
    • 42. ASPECTS OF CONFLICT CONSTRUCTIVE  Opens up issues of DESTRUCTIVE importance to clarify Diverts energy from more  Results in the solution s important activities and  Increases involvement of issue. individuals and internal Destroys the morale of cohesiveness. people or reinforces poor  Causes real communication self- concepts. to occur. Polarizes differences in  Serves as a release for pent values. up emotion, anxiety and Deepens differences in stress. values.  Helps build cohesiveness Produces irresponsible among people sharing the and regrettable behavior conflict, celebrating in its such as name calling and settlement, and learning fighting. CG Hylton Inceach other. about 42
    • 43. Stage 1 Forming the team43  Who is most important to starting the team?  What makes a good leader? CG Hylton Inc
    • 44. Team Roles - Leader44 Encourages and maintains open communication Leads by setting a good example Motivates and inspires team members Helps the team focus on the task Facilitates problem solving and collaboration Maintains healthy group dynamics Encourages creativity and risk-taking Recognizes and celebrates team member contributions CG Hylton Inc
    • 45. Other Team Member Roles Initiator - Someone who suggests new ideas. One or more people can45 have this role at a time. Recorder - This person records whatever ideas a team member may have. It is important that this person quote a team member accurately and not "edit" or evaluate them. Devils Advocate/Skeptic - This is someone whose responsibility is to look for potential flaws in an idea. Optimist - This is someone who tries to maintain a positive frame of mind and facilitates the search for solutions. Timekeeper - Someone who tracks time spent on each portion of the meeting. Gate Keeper - This person works to ensure that each member gives input on an issue. One strategy to do this is to ask everyone to voice their opinion one at a time. Another is to cast votes. Summarizer - Someone who summarizes a list of options. CG Hylton Inc
    • 46. Relevance to Teams (E/I)46  Extraverts  Need to think aloud  Great explainers  May overwhelm others  Introverts  Need time to process  Great concentration  May not be heard CG Hylton Inc
    • 47. Stage 2: STORMING47 During the Storming stage team members:  realize that the task is more difficult than they imagined  have fluctuations in attitude about chances of success  may be resistant to the task  have poor collaboration CG Hylton Inc
    • 48. Storming Diagnosis48  Do we have common goals and objectives?  Do we agree on roles and responsibilities?  Do our task, communication, and decision systems work?  Do we have adequate interpersonal skills? CG Hylton Inc
    • 49. Stage 3: NORMING49  During this stage members accept:  their team  team rules and procedures  their roles in the team  the individuality of fellow members  Team members realize that they are not going to crash-and-burn and start helping each other. CG Hylton Inc
    • 50. Behaviors50  Competitive relationships become more cooperative.  There is a willingness to confront issues and solve problems.  Teams develop the ability to express criticism constructively.  There is a sense of team spirit. CG Hylton Inc
    • 51. Stage 4: PERFORMING51 Team members have:  gained insight into personal and team processes  a better understanding of each other’s strengths and weaknesses  gained the ability to prevent or work through group conflict and resolve differences  developed a close attachment to the team CG Hylton Inc
    • 52. Power struggles, politics and slackers52 CG Hylton Inc
    • 53. Acceptable Standards for Team53 Member Behaviour  Norms and rules of behaviors that are expected of group members are established  Punctuality  Work is done  Participation  Important that if members break the rules there is corrective action / training CG Hylton Inc
    • 54. Establishing Acceptable Standards54 for Behavior  NO BULLYING!  Bullying any co-worker on or off the workplace is still an offense  Creates low self-esteem and toxic work environment CG Hylton Inc
    • 55. What is bullying55 Repeated over time, eg a pattern. A single incident will generally not amount to workplace bullying Unwelcome and unsolicited Offensive, intimidating, humiliating, undermining or threatening by a reasonable person CG Hylton Inc
    • 56. Common Forms of Bullying56  Aggressive shouting, banging, throwing  Huffing, stomping, taking over  Exaggerating faults, blaming, getting people into trouble  Public humiliation, set up others to fail  Inconsistent discipline, arbitrary treatment  Gossip & rumour CG Hylton Inc
    • 57. Verbal Abuse57  Put downs, humiliating jokes and comments, constant teasing  Yelling, name calling, swearing, snide remarks, sarcasm  Unfair criticism  Negative comments about someone’s sexual orientation  Unwelcome comments about someone’s race, religion or background  Threats and intimidation CG Hylton Inc
    • 58. Non verbal abuse58  Rude gestures and disrespectful facial expressions  Unfair workloads  Withholding of resources or information needed to undertake work  Unnecessary changes in work patterns or conditions  Denying access to rights or promotions  Isolation and exclusion  Stalking  Displaying offensive material  Leering CG Hylton Inc
    • 59. Physical Abuse59 Unwelcome pranks, horse-play and practical jokes Invading personal space and stand over tactics Uninvited touching or brushing against someone Pushing, shoving, hitting, tripping, spitting Damage to personal property Inc CG Hylton
    • 60. Why People Use BullyingBehaviours the past – habitual behaviorIt has worked in60 They have learned to deal with problems that way They fear change, guilt, personal responsibility, their own incompetence, loss of some kind (job) They don’t realize it is not acceptable They wish to control others They are unprepared to accept responsibility for themselves Lack skills to deal with conflict and disagreement They have witnessed others using bullying CG Hylton Inc behaviours
    • 61. Who can do the bullying?61  Any examples please? CG Hylton Inc
    • 62. Who does the bullying?62 A manager or supervisor may bully a subordinate  An employee may bully another employee or manager A group of employees may gang up on another employee or group CG Hylton Inc
    • 63. Who does the bullying?63 Very rarely a customer or client may bully an employee Targets are most likely to be women, young people and those in precarious or insecure employment, such as casual employees or sub-contractors CG Hylton Inc
    • 64. Who does the bullying?64  Could there be bullying by elected officials?  By Elders?  By government officials? CG Hylton Inc
    • 65. The Constant Critic65  Bullying Behaviour: Condescending, they are right, everything you do is wrong, rude  Bully’s Motivation: Insecurity or arrogance  Your Goal: Mutual respect  Strategy: Be your own judge, confront, acknowledge their ideas, state yours, depersonalize their remarks CG Hylton Inc
    • 66. The Two-Headed Snake66  Bullying Behaviour: Two faced, backstabbing  Bully’s Motivation: Power, control, feedback  Your Goal: Limit their ability to hurt you  Strategy: Depersonalize, build your own reputation,  Confront them regarding their behaviour CG Hylton Inc
    • 67. The Screaming Mimi67  Bullying Behaviour: loud, explosive temper  Bullying Motivation: Fear and/or control  Your Goal: Dialogue  Strategy: Depersonalize it, look at it from their perspective, active listening/summarizing their point of view, being assertive and having them listen. CG Hylton Inc
    • 68. The Sarcastic Bee68  Bullying Motivation: Attention, power  Bully’s Behaviour: Sarcastic and mean humour  Your Goal: Stop the behaviour  Strategy: Depersonalize, confront them “I understand that you are not meaning to be hurtful, but it feels that way to me” or “ You pushed that too far and I am uncomfortable. It may be funny to you, but it isn’t funny to me ” CG Hylton Inc
    • 69. Effective Workplace Strategies69  Have a no-bullying policy and procedures in place  Communicate consequences for bullying at work to employees  Provide bullying prevention training and information to all employees  Ensure supervisors and employees have essential people management, stress management and communication skills CG Hylton Inc
    • 70. Effective Workplace Strategies70  Set standards in a team: How will we be respectful?  Take reports of bullying seriously  Investigate reports promptly  Respond to investigations in-line with their planned procedures  Provide counselling, training and support to bullies, targets and onlookers as needed CG Hylton Inc
    • 71. Individual Strategies71  Tell the person to stop.  Confront the issue. Use problem solving to resolve the issue  Report it to your Supervisor/Manager or HR Manager  Keep a record of: What happened, when it happened, where it happened and who saw it.  Respect yourself and remember that you deserve to be treated with respect.  Realize you are your own judge and determine what you can learn from the situation  Show respect for others.  Be an advocate for respectful practices and treatment of others CG Hylton Inc
    • 72. How to Confront an Issue72  State your view of the situation  Describe what the action/ behaviour/ comment meant to you.  Use the word I feel.... Not you made me ....  Describe how it made you feel  Clearly and concisely state what you want  Try to understanding their point of view.  Invite them to tell you their point of view  Continue to honestly describe (avoiding blaming language) your point of view and what you want.  State clearly that you will not allow them to use language that is disrespectful.  Be prepared to stick to your “bottom line” CG Hylton Inc
    • 73. Why don’t people report bullying?73 CG Hylton Inc
    • 74. Why don’t people report74 bullying?  Failto recognize it even though they feel bad  Hold mistaken beliefs (it will go away)  Feelembarrassed (Don’t know how to ask for help) CG Hylton Inc
    • 75. Why don’t people report75 bullying? Are afraid of retaliation Are afraid of losing their job Think no one will believe them (your word against mine) CG Hylton Inc
    • 76. Why don’t people report76 bullying  Cause the bully is a chameleon  Plays up to the bosses, treats the equals or subordinates abusively CG Hylton Inc
    • 77. Anyone have any idea of what the77 responsibility of the employer is? CG Hylton Inc
    • 78. Employer Duty78  Create and maintain a safe workplace for employees  Guaranteed under provincial workplace safety regulations  Same with Federal laws CG Hylton Inc
    • 79. Is there more bullying in native or79 non native organizations?  Discussion? CG Hylton Inc
    • 80. Some possible reasons80  Residential schools  History of your self esteem being eroded  Colonialism  Other ideas? CG Hylton Inc
    • 81. Crab in a bucket81 CG Hylton Inc
    • 82. Bullying and Lateral Violence82  Lateral violence is a term that describes "a form of bullying that includes gossip, shaming and blaming others, backstabbing and attempts to socially isolate others" [1].  organised, harmful behaviours that we do to each other collectively as part of an oppressed group, within our families, within our organisations and within our communities". CG Hylton Inc
    • 83. Bullying and Lateral Violence83  "Lateral violence is the expression of rage and anger, fear and terror that can only be safely vented upon those closest to us when we are being oppressed." In other words, people who are victims of a situation of dominance turn on each other instead of confronting the system that oppresses them.  Lateral violence is a worldwide occurrence with all minorities and particularly Aboriginal peoples. It is directed sideways (lateral) meaning the aggressors are your peers, often people in powerless positions. It is your own (Aboriginal) peers who bully you. CG Hylton Inc
    • 84. Forms of Lateral Violence84  nonverbal innuendo (raising eyebrows, face- making),  bullying,  verbal affront (overt/covert, snide remarks, lack of openness, abrupt responses, gossiping),  shaming,  undermining activities (turning away, not being available, social exclusion),  withholding information,  sabotage (deliberately setting up a negative situation), CG Hylton Inc
    • 85. Forms of Lateral Violence85  infighting (bickering, family feuds),  Scapegoating,  backstabbing (complaining to peers and not confronting the individual),  failure to respect privacy,  broken confidences,  organizational conflict,  physical violence. CG Hylton Inc
    • 86. Thank you for the opportunity to86 meet today! Tel 800 449 5866 chris@hylton.ca CG Hylton Inc

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