This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
Presentation by Kevin Eikenberry. Discusses the CARB Model (Commitment, Alignment, Relationships, Behaviors). Created February 2006.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
A presentation to the Student Government Councils of local universities and colleges in Malaysia was presented by Michael Teoh, surrounding the topics of Teamwork and Leadership.
This workshop for Student Leaders was done back in 2005 and 2006.
Success is not so easy by working alone, but it becomes much more easier when it goes with a perfect Team. The word TEAM means a lot-
T= Together
E=Everyone
A= Achieve
M=More.
Team work is much more better than individual work. While Individual work is very difficult , team work makes it easier. Teamwork is a skill to achieve.
Slide deck from Team Building webinar.
American organizations have realized that teams, not individuals are the success for competition in the global marketplace.
Teamwork consists of leadership, cooperation, time management and especially communication.
This presentataion of Working as a Team will explore the benefits of bringing together individuals with interactive skills aimed at accomplishing a common goal.
"Presentation on Team building. How team building exercise
Benefits. Learn ways to improve on Team building. These PDF's
Are available for all VEDA students for free on www.veda-edu.com"
Most Effective Team Building Training - Tonex TrainingBryan Len
Price: $2,450.00
Length: 3 Days
Team building training course plans to enable you to develop incredible, proficient teams in your workplace.
This hands-on training will instruct you to recognize the hugeness of teamwork, decide the highlights of a viable team, grasp the characteristics of a productive team part, and help with building effective teams to achieve urgent results.
Learn More About:
Evaluating leadership style
Teambuilding issues
Leader or a manager?
Crucial management competencies
Establishing standards and follow up
Creating your own leadership development style
Inspiration theory and practice
Dealing with conflict
Appraisal skills
Assessing training needs
Decision making
Developing a team identity
Forestalling conflict
For what reason Do You Need Teambuilding Training?
Improved productivity of work, with the whole team teaming up to achieve one objective
Better quality, as more individuals with more thoughts and brains can consider increasingly productive and better alternatives to get things done
Increasingly customizable capacities, as teams utilize pivotal ventures and work with different teams over the work;
Improved development, with individuals teaming up to produce imaginative thoughts;
Higher security, as teams focus on taking care of wellbeing issues and producing more secure systems;
Sharp motivation, with everybody occupied with authoritative achievement.
Course Outline:
Overview of Teambuilding
Team Development Stages
Development and Leadership
Becoming An Inspired Leader
Team Players
Teamwork Solving Problems
Leading A Team to Brilliance
Inspiring Teamwork
Principals of Teambuilding
A Team Approach to Handle Unacceptable Incidents
What Do Your Team Members Expect You to Do as A Leader?
Case Studies: Various Team Examples
Group Activity Sample: Effective Team Communication
Request more information regarding effective teambuilding techniques training. Visit Tonex.com for course link.
Most Effective Team Building Training - Tonex Training
https://www.tonex.com/training-courses/teambuilding-training/
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
Presentation by Kevin Eikenberry. Discusses the CARB Model (Commitment, Alignment, Relationships, Behaviors). Created February 2006.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
A presentation to the Student Government Councils of local universities and colleges in Malaysia was presented by Michael Teoh, surrounding the topics of Teamwork and Leadership.
This workshop for Student Leaders was done back in 2005 and 2006.
Success is not so easy by working alone, but it becomes much more easier when it goes with a perfect Team. The word TEAM means a lot-
T= Together
E=Everyone
A= Achieve
M=More.
Team work is much more better than individual work. While Individual work is very difficult , team work makes it easier. Teamwork is a skill to achieve.
Slide deck from Team Building webinar.
American organizations have realized that teams, not individuals are the success for competition in the global marketplace.
Teamwork consists of leadership, cooperation, time management and especially communication.
This presentataion of Working as a Team will explore the benefits of bringing together individuals with interactive skills aimed at accomplishing a common goal.
"Presentation on Team building. How team building exercise
Benefits. Learn ways to improve on Team building. These PDF's
Are available for all VEDA students for free on www.veda-edu.com"
Most Effective Team Building Training - Tonex TrainingBryan Len
Price: $2,450.00
Length: 3 Days
Team building training course plans to enable you to develop incredible, proficient teams in your workplace.
This hands-on training will instruct you to recognize the hugeness of teamwork, decide the highlights of a viable team, grasp the characteristics of a productive team part, and help with building effective teams to achieve urgent results.
Learn More About:
Evaluating leadership style
Teambuilding issues
Leader or a manager?
Crucial management competencies
Establishing standards and follow up
Creating your own leadership development style
Inspiration theory and practice
Dealing with conflict
Appraisal skills
Assessing training needs
Decision making
Developing a team identity
Forestalling conflict
For what reason Do You Need Teambuilding Training?
Improved productivity of work, with the whole team teaming up to achieve one objective
Better quality, as more individuals with more thoughts and brains can consider increasingly productive and better alternatives to get things done
Increasingly customizable capacities, as teams utilize pivotal ventures and work with different teams over the work;
Improved development, with individuals teaming up to produce imaginative thoughts;
Higher security, as teams focus on taking care of wellbeing issues and producing more secure systems;
Sharp motivation, with everybody occupied with authoritative achievement.
Course Outline:
Overview of Teambuilding
Team Development Stages
Development and Leadership
Becoming An Inspired Leader
Team Players
Teamwork Solving Problems
Leading A Team to Brilliance
Inspiring Teamwork
Principals of Teambuilding
A Team Approach to Handle Unacceptable Incidents
What Do Your Team Members Expect You to Do as A Leader?
Case Studies: Various Team Examples
Group Activity Sample: Effective Team Communication
Request more information regarding effective teambuilding techniques training. Visit Tonex.com for course link.
Most Effective Team Building Training - Tonex Training
https://www.tonex.com/training-courses/teambuilding-training/
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
Team building, aliraza afzal, pimsat, preston institute of management science and technologu , zubair shah,presentation to major zubair shah on team building
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
2. Bridging the gap between education and
Why Teams?
Children learn better
in groups of 2-3.
The Center for Children and Technology
3. Bridging the gap between education and
How do Teams Work Best?
Team’s succeed when members have:
1. Commitment to common objectives
More likely when they set them; recognize interdependence
2. Defined, appropriate roles and responsibilities
– Good use of individual talent
– Opportunity for each to grow, learn all skills
3. Effective decision systems, communication and work
procedures
– Open, honest communication
– Accepts conflict, manages it, resolves it well
4. Good personal relationships
– Mutual trust
4. Bridging the gap between education and
Stages in Team Building
FormingForming
StormingStorming
NormingNorming
PerformingPerforming
5. Bridging the gap between education and
Stage 1: FORMING
• Team Building
– Define team (optimum ~3
with one or more girls)
– Determine individual roles
– Develop trust and
communication
• Task
– Define problem and
strategy
– Identify information needed
6. Bridging the gap between education and
From Individuals A Group
• Help members understand each other:
– Myers-Briggs Type Indicator (MBTI)
• Extraverts ------------------ Introverts
• Sensors --------------------- iNtuitive
• Thinker --------------------- Feelers
• Judger ---------------------- Perceiver
By selecting one from each category, we define
our personality type, ESTJ, ENTJ…INFP
FormingForming
7. Bridging the gap between education and
Individual Temperaments
• Keirsey Temperaments based on Myers-Briggs
– Artisians SP: Supervisors (ESTJ), Inspectors (ISTJ),
Providers (ESFJ), Protectors (ISFJ)
– Guardians SJ: Promoters (ESTP), Crafters (ISTP),
Performers(ESFP), Composers (ISFP)
– Idealists NF: Teachers (ENFJ), Counselors (INFJ),
Champions (ENFP), Healers (INFP)
– Rationals NT: Field Marshals (ENTJ), Masterminds
(INTJ), Inventors (ENTP), Architects (INTP)
FormingForming
8. Bridging the gap between education and
Relevance to Teams (E/I)
• Extraverts
– Need to think aloud
– Great explainers!
– May overwhelm others
• Introverts
– Need time to process
– Great concentration
– May not be heard
FormingForming
9. Bridging the gap between education and
Relevance to Teams (N/S)
• iNtuitive
– Great at big picture
– See connections
– May make mistakes in
carrying out plans
• Sensor
– Great executors
– May miss big picture,
relative importance
FormingForming
10. Bridging the gap between education and
Relevance to Teams (T/F)
• Thinker
– Skillful at
understanding how
anything works
• Feeler
– Know why something
matters
FormingForming
11. Bridging the gap between education and
Relevance to Teams (J/P)
• Judger
– Good at schedules,
plans, completion
– Make decisions easily
(quickly)
– May decide too
quickly and overlook
vital issues
• Preceiver
– Always curious, want
more knowledge
– May not get around to
acting
– Slow judger’s enough
to make great teams
FormingForming
12. Bridging the gap between education and
What Type are You?
Online Personality Tests
• Jung types
http://www.allhealth.com/onlinepsych/personality/olpge
n/0,6103,7119_127651,00.html
• Keirsey types
http://www.keirsey.com/cgi-bin/keirsey/newkts.cgi
FormingForming
13. Bridging the gap between education and
Stage 2: STORMINGStage 2: STORMING
During the Storming stage:
– Team members realize that the task is more difficult
than they imagined
– Members may be resistant to the task and fall back into
their comfort zones
– Communication is poor with little listening
– Fluctuations in attitude about their chances of success
– Among the team members there is disunity and conflict
– Collaboration between members is minimal and cliques
start to appear
14. Bridging the gap between education and
Storming Diagnosis (in order)
• Do we have common goals and objectives?
• Do we agree on roles and responsibilities?
– Use a table to share division of labor
• Do our task, communication, and decision
systems work?
• Do we have adequate interpersonal skills?
StormingStorming
15. Bridging the gap between education and
Negotiating Conflict
• Separate problem issues from people issues
• Be soft on people, hard on problem
• Look for underlying needs, goals of each
party rather than specific solutions
– Find a creative solution that’s good for both
StormingStorming
16. Bridging the gap between education and
Attacking the Problem
Problem Solving
• State your views in clear non-judgmental language
• Clarify the core issues
• Listen carefully to each person’s point of view
• Check understanding of the disagreement by restating
the core issues
• Use techniques such as circling the group for comments
and having some silent thinking time when emotions
run high
StormingStorming
17. Bridging the gap between education and
Stage 3: NormingStage 3: Norming
• During this stage members accept
– their team
– team ground rules
– their roles in the team
– the individuality of fellow members
• Team members realize that they are not
going to drown and start helping each other
18. Bridging the gap between education and
Behaviors
• Competitive relationships become more
cooperative
• Willingness to confront issues and solve
problems
• Ability to express criticism constructively
• More sharing and a sense of team spirit
NormingNorming
19. Bridging the gap between education and
Guide for Giving Constructive
Feedback
• When you …. describe behavior
• I feel ….. how behavior affects you
• Because I … why behavior affects you
• (Pause for discussion) …. let other person(s) respond
• I would like …. what change would you like
• Because …. why change will alleviate problem
• What do you think …. Listen to other person’s
response and discuss options
NormingNorming
20. Bridging the gap between education and
Giving Constructive Feedback
• Be descriptive
• Don't use labels
• Don’t exaggerate
• Don’t be judgmental
• Speak for yourself
NormingNorming
21. Bridging the gap between education and
Giving Constructive Feedback
(cont.)
• Talk first about yourself, not about the other
person
• Phrase the issue as a statement, not a question
• Restrict your feedback to things you know for
certain
• Help people hear and accept your compliments
when giving positive feedback
NormingNorming
22. Bridging the gap between education and
Receiving Feedback
• Breathe
• Listen carefully
• Ask questions for clarity
• Acknowledge the feedback
• Acknowledge the valid points
• Take time to sort out what you heard
NormingNorming
23. Bridging the gap between education and
Stage 4: PERFORMINGStage 4: PERFORMING
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
24. Bridging the gap between education and
Recipe for Successful Team
• Commitment to shared goals and objectives
• Clearly define roles and responsibilities
– Use best skills of each
– Allows each to develop in all areas
25. Bridging the gap between education and
Recipe for Successful Team
• Effective systems and processes
– Clear communication
– Beneficial team behaviors
– Well-defined decision procedures
– Use of scientific approach
– Balanced participation
– Established ground rules
– Awareness of the group process
• Good Personal Relationships
26. Bridging the gap between education and
Recipe for Successful Team
• Good Personal Relationships
Editor's Notes
This presentation is a brief introduction to team building , its power and potential pitfalls.
The coding rubric involves five dimensions, each of which are coded on a scale from 1 to 5, where 1 represents poor work and 5 represents outstanding work. One of the five scoring dimensions used in the CCT coding rubric in the 1993-1994 evaluation was:
Teamwork To what extent do the students work collaboratively on substantive aspects of the project?
Interestingly, after taking contextual data into account, the researchers at CCT found that group size and group composition by sex were important factors in the student projects. For example, all-female and mixed-sex groups were significantly correlated with being in the Integrated Knowledge or top group. Single students tended to perform procedurally. (For a definition of the groups or more information see the 1993-1994 Evaluation report.)
It is indeed rare that a single person will have enough knowledge, experience or time to understand and complete each facet of the project. It is also too easy for one person’s commitment and enthusiasm to waver during a long-term project. Several people pooling their skills, talent and knowledge, should result in gains in quality and productivity.
For these reasons, during the next Institute the coordinators included team building presentations and exercises.
The items in the list above are given in order.
According to Bob Mendonsa and Associates’ web page
http://www. trainingplus.com on Team building :
Team Building is a process and not an event.
Team Building is about both willingness and ability. Sometimes teams problems occur because team members lack important skills. Sometimes there are trust issues.
Team Building must address individual and group issues. People do not “disappear” when they choose to belong to a group. Any team building effort must address the strengths and development needs of individual team members that impact the group as a whole.
Of course the corollary is true and groups or teams fail when they:
Think differently
Have poor leadership
Have communications difficulties
Have competition between members
As the team matures, members gradually learn to cope with each other and the pressures that they face. As a result, the team goes through the fairly predictable stages noted on the slide.
As noted in the 1993-1994 assessment report by CCT, students benefit from working in teams on their computational science projects. To help the students adapt to their team, it might be wise to have them to simple activities to build trust and establish communication between the members. However, in the context of the computational science project many of the forming actions are undertaken as the team determines what their project topic will be and narrows the focus to reach their project goal. Teachers can help students as they "form" their teams by making sure that they understand the process they will go through to get their topic.
You may want to include some activities to illustrate trust and/or communication skills in a team.
Team members need to understand the other personality types in their group.
History of “type”
In 1921, Carl Jung a psychoanalyst and disciple of Sigmund Freud realized that behavior that seemed unpredictable could be anticipated if one understood the underlying mental functions and attitudes people preferred and published his theory in a book called Psychological Types.
In 1923, Katharine Briggs read Jung’s book, adopted his model and interested her daughter Isabel Briggs Myers in the theory. Myers and Briggs built on Jung’s work, expanded it and gave it a practical application. They determined that there were four personality preference scales and 16 distinct personality types. They developed and began giving their Myer-Briggs Type Indicator (MBTI) test instrument in the 1940s. The four scales are listed on the slide and the definitions of each end of a dimension is:
Extraverts – focus their attention and energy on the world outside of themselves; need to experience the world to understand it.
Introverts – focus their attention and energy on the world inside of themselves; need to understand world before experiencing it.
Sensors – Concentrate on what can be seen, heard, felt, smelled and tasted; focus on what is real and concrete
iNtuitives – interested in meanings, relationships, and possibilities based on facts; focus on implications and inferences
Thinkers – prefer decisions that make sense logically; make decisions by analyzing and weighing the evidence
Feelers – make decisions on how much they care or what they feel is right; view themselves as empathetic and compassionate
Judgers – seek to regulate and control life; like to have issues resolved
Perceivers – seek to understand life rather than controlling it; like to stay open to all kinds of possibilities.
The Keirsey Temperament Sorter was designed to identify different kinds of personality. It’s similar to other devices derived from Cal Jung such as the Myers-Briggs that we discussed in the previous slide.
Keirsey describes his methods in Please Understand Me II. He partitioned the Myers-Briggs sixteen types into four groups as noted above. In fact Myers characterized the four groups, SP, SJ, NF and NT as follows
SPs – probe their immediate surroundings in order to detect and exploit favorable options within reach. Need freedom to act. Described as adaptable, artistic, open-minded and on the lookout for workable compromises
SJs – observe their close surroundings with a keen eye in order to schedule their and others activities so that needs are met. Everything should be in its proper place. Conservative, stable, consistent, routinized, dependable, hard-working, detailed, un-impulsive.
NF – Friendly to the core in dreaming up how to give meaning and wholeness to people’s lives. Conflict is painful. Humane, sympathetic, enthusiastic, creative, intuitive and insightful. (Isabelle Myers was a INFP)
NTs – Tough-minded in figuring our what sort of technology might be useful to solve a given problem. Persistently and consistently rational in their actions. Analytical, systematic, abstract, intellectual, complex, competent, independent and research-oriented.
To be an effective team member:
Extraverts should
Be prepared to stop before you fall into redundancy and overkill
Control your tendency to speak
Make a special effort to listen carefully, avoid interrupting
Stop, Look and Listen
Introverts:
Share more quickly and spontaneously thoughts and ideas
Rule out nothing as being too trivial and meaningless
Don’t hold others to the first words out of their mouths. Push for meaning and clarity
To be an effective team member:
iNtuitive’s should:
Use your imagination to show others
Keep as many alternatives on the table as possilbe
Don’t let facts stifle your creativity
Sensor’s should:
Express the problem in real, tangible and specific terms.
Demand that terms be defined and described accurately and quoted facts are real
Continue to push for common sense
In order to be an effective team member:
Thinker’s should:
Help others sort out where and when they become too attached to the problem.
Continue to push for precision. Redefine and rephrase the idea
Feeler’s should:
Admit when your personal values are clouding an issue
Make sure everyone gets a chance to speak, is listened to and is affirmed in their ideas, but don’t overemphasize harmony.
To be an effective team member:
Judger’s should:
Keep the process or task oriented
Help bring definition to the process
Make sure that the goals are turned into action
Perceiver’s should:
Help keep everyone from going with the first solution
Play the devil’s advocate
Don’t keep offering new ideas once the group has defined a solution
There are several online tests that the participants can take to help them identify their personalities. If time permits you may want to pause here and have the participants take one of the tests and discuss the results
Its these personality types that individuals bring to their team during the forming stage. Helping understanding the different types will help the individuals begin to work together.
This is probably the most difficult stage for the team. They may be floundering trying to find a project topic that is narrow enough to study or a mentor to help them. They begin to realize that this project is different than other ones that they have done in the past. Teachers can help students through this stage by encouraging members to use their individual skills and assume more responsibilities.
Understanding how personality types interact can ease some of the tensions in the storming stage.
As a teacher, you can help your students when they are in the “storming” stage, by focusing their attention on the questions above. The students may want to answer the first question both in general terms and more specifically, in conjunction with their project goals.
During the storming stage, you can help your students deal with conflict in their group, by helping them understand how people deal with conflict and encouraging them to use problem solving techniques in conflict resolution.
These ideas are from The Team Book by Peter R. Scholtes, Brian L. Joiner and Barbara Streibel
Avoiding Conflict – you must avoid both the issues likely to lead to conflict and the people with whom you are likely to conflict with. Based on a belief that easier to avoid conflict than face it.
Smooth the conflict – minimizing conflict so that group relationships aren’t strained. Belief that discussing conflicts damages relationships rather than strengthens them. Sacrifices personal opinions and goals out of fear of losing the relationship. Tactics include:
Denying that there is a problem
Smoothing over the issue or proble
Changing the topic or focus
Ignoring the feelings that you have about the issue or problem
Forcing the conflict – attempts to overpower others and force them to accept your position. Personal opinions and goals are very important and relationships with others are less important. Competitive win-lose approach
Tactics include:
Attacking others’ ideas
Using expertise, position or experience to overpower others
Compromising – tries to get others to give up some of what they want in exchange for giving up some of what you want. Everyone gives up something and everyone gains something. Can be lose-lose strategy because no one achieves their goals. Underlying assumption: everyone should accept less than they want because that is the best that they can hope for. (Should be tried after problem solving hasn’t worked)
Problem Solving – Win-win approach. Personal goals and group relationships are highly valued. Purpose to find a path forward that meets everyone’s goals and preserves group relationships. See more on next slide
Problem solving includes strategies aimed at taking diverse viewpoints into account, clarifying the issues, clearing the air constructively and enabling everyone to move forward together.
You can clarify core issues by sorting out areas of agreement from areas of disagreement
When listening to each person’s point of view –
Accept that they believe/want this even if you don’t!!
Look for the reasons (maybe something would be good for both)
During this stage, team members begin to work out their differences and now have more time and energy to spend on their work. Thus they are able to start making significant progress.
In the context of the computational science project, the students have probably found a mentor who is helping them and have narrowed their project focus.
As we can see on the next slide, it is important for team members to learn to constructively criticize when necessary.
During this stage, you should encourage team members to:
do detailed planning
develop criteria for completion of goals
build on positive norms and change unhealthy norms
encourage continued team spirit
This is a guideline on how to approach constructive feedback. It is in the form of:
When you [do this], I feel [this way], because of [such and such]. (Pause) What I would like you to consider is [doing X], because I think it will accomplish [Y]. What do you think?
Example:
"When you are late for meetings, I get angry because I think it is wasting the time of all of the other team members and we are never able to get through our agenda items. (Pause) I would like you to consider finding some way of planning your schedule that lets you get to these meetings on time. That way we can be more productive at meetins and we can all keep to our tight schedules."
Giving constructive feedback or learning how to cricticize constructively is a lesson that many people have not learned, but an important one if teams are to succeed.
Importantly:
Be descriptive -- relate what you saw or heard the other person do. Give specific recent examples
Don’t use labels -- Be specific and unambiguous. Don’t use words like immature, unprofessional, irresponsible which are labels attached to behavior. For example, say “ You missed the deadline we had agreed to meet rather than, “You’re being irresponsible and I want to know what you are going to do about it.
Don’t exaggerate. Be exact. To say, “You’re always late for deadlins\es” is probably untrue and unfair. It invites the receiver to argue with exaggeration rather than respond to real issue
Don’t be judgmental. Don’t use words like good, better, bad, worst or should which place you in the role of controlling parent. This invites the receiver to respond as a child.
Speak for yourself. Don’t refer to absent, anonymous people. Avoid references like “A lot of people here don’t like it when you…” Encourage others to speak for themselves
Talk first about yourself, not about the other person. Use a statement with with “I” as the subject not “you”. People are more likely to remain open to your message when an “I” statement is used.
Phrase the issue as a statement, not a question. “I” statements allows the receiver to see what effect the behavior had on you.
Restrict your feedback. Don’t present your opinions as facts.
Help people hear and receive positive feedback. Many people fell awkward when told good things about themselves. It may be important to reinforce the positive feedback and help the person hear it, acknowledge it and accept it.
Breathe. Our bodies are conditioned to react to stressful situations as though they were physical assaults. Taking full, deep breaths forces your body to relax and allows your brain to maintain greater alertness.
Listen carefully. Don’t interrupt. Don’t discourage the feedback-giver.
Ask questions for clarity. You have the right to receive clear feedback. Ask for specific examples.
Acknowledge the feedback. Paraphrase the message in your own words to let the person know what you have heard and understood what was said.
Acknowledge the valid points. Agree with what is true. Agree with what is possible. Acknowledge the other person’s point of view and try to understand their reaction. Agreeing with what’s true or possible doesn’t mean you agree to change your behavior or mean agreeing with any value judgement about you. You can agree that your reports are late with out thereby agreeing that your are irresponsible
Take time to sort out what you heard. You may need time for sorting out or checking with others before responding to feedback. It is reasonable to ask the feedback-giver for time to think about what was said and how you feel about it. Don’t use this time as an excuse to avoid the issue.
During the performing stage, the team is now an effective and cohesive unit. As a team, the emphasize quality work; utilize each member’s talents; meet deadlines; and continue to work on team commitment.
Examples of the results of good team work can be seen on the Video tapes and CDs from the National Expos. The presentation itself is an example of team work.
The duration and intensity of these stages vary from team to team. Sometimes Stage 4 is achieved in a meeting or two; other times it takes months. Understanding the stages of growth will keep you from overreacting to normal problems and setting unrealistic expectations. Don’t panic. With patience and effort the assembly of independent individuals will grow into a team.
Even though these points are addressing teams in the workplace, they are applicable in the classroom setting. They can also form part of the rubric to evaluate the team’s performance.
Clarity in team goals: has a clear vision and can progress steadily toward its goals.
A work plan: helps team determine what advice, assistance, and other resources they need from teachers, mentors or research
Clearly defined role: Uses each member’s talents and involves everyone in team activities so no one feels left out.
Even though these points are addressing teams in the workplace, they are applicable in the classroom setting. They can also form part of the rubric to evaluate the team’s performance.
Clear communication: Speak with clarity and be succinct. Listen actively; explore rather than debate each speaker’s ideas. Avoid interrupting.
Beneficial team behaviors: Should encourage all members to use the skills and practices that make discussions and meetings more effective; suggest procedures for meeting goals, clarify or elaborate on ideas; keep the discussion from digressing
Well-defined decision procedures: discuss how decisions will be made; use data as a basis of decisions; explore important issues by polling
Balanced participation: Everyone should participate in discussions and decisions, share commitment to the project’s success and contribute their talents
Established ground rules: Establish ground rules for what will and will not be tolerated in the team
Awareness of group process: Be sensitive to nonverbal communication; be aware of the group process and how the team works together
Use the scientific approach: Of course this is the underlying assumption in a project development, but in team building it helps members avoid team problems and disagreements. Opinions must be supported by data