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Team Development_Best practice principles and processes_25 26 November 2021

The document outlines a two-day online learning program focused on team development best practices, covering various sessions on team effectiveness, productivity, communication, motivation, diversity, and engagement. Key topics include characteristics of high-performing teams, strategies for improving productivity and performance management, and the role of leadership in fostering team communication and inclusivity. It also discusses the significance of employee engagement and well-being as critical factors for organizational success.

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TEAM DEVELOPMENT – BEST PRACTICE PRINCIPLES AND PROCESSES CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter ONLINE LEARNING PROGRAMME (LIVE) 25-26 NOVEMBER 2021
ONLINE LEARNING PROGRAMME OVERVIEW – DAY 1 • SESSION #1: DIAGNOSIS OF TEAM EFFECTIVENESS AND MATURITY • SESSION #2: TEAM PRODUCTIVITY IMPROVEMENT AND PERFORMANCE MANAGEMENT • SESSION #3: TEAM COMMUNICATION, MOTIVATION AND ENGAGEMENT • SESSION #4: TEAM DIVERSITY, INCLUSIVITY AND RELATIONSHIP- BUILDING
ONLINE LEARNING PROGRAMME OVERVIEW – DAY 2 • SESSION #5: TEAM DECISION- MAKING AND PROBLEM- SOLVING • SESSION #6: TEAM CONFLICT RESOLUTION • SESSION #7: REMOTE TEAM MANAGEMENT
ONLINE LEARNING PROGRAMME SCHEDULE • DAY 1 - 2 (25-26 NOVEMBER 2021): ❑ Sessions 1/5: 8.30 – 10.30 ❑ Tea-break: 10.30 – 10.45 ❑ Sessions 2 & 3/6: 10.45 – 12.45 ❑ Lunch-break: 12.45 – 13.30 ❑ Sessions 4/7: 13.30 – 15.30 ❑ Tea-break: 15.30 – 15.45 ❑ Q&A Session (reflective learning): 15.45 – 16.00
SESSION #1: DIAGNOSIS OF TEAM EFFECTIVENESS AND MATURITY
AGREE OR DISAGREE? WHY?
10 CHARACTERISTICS OF HIGH PERFORMING TEAMS (COTTER, 2020) https://www.surveymonkey.com/r/RMFFXCK • 1. Creating a cohesive, mature and high performing (HIPO) team culture; • 2. Establishing team norms, values and constructive role allocation; • 3. Applying effective and innovative problem- solving processes and practices; • 4. Demonstrating effective decision-making practices and processes and actively promoting group consensus when engaging with key team decisions; • 5. Practicing collaborative communication, principles of constructive dialogue and critical conversations;
10 CHARACTERISTICS OF HIGH PERFORMING TEAMS (COTTER, 2020) • 6. Promoting diversity and inclusivity of all team members as team assets; • 7. Practicing functional. Constructive and amicable conflict resolution and -management processes; • 8. Enhancing team relationships, based on a foundation of trust, rapport and mutual respect; • 9. Promoting team competence, high degree of personal effectiveness and motivation; • 10. Promoting a high impact learning (HILO) team culture, generous knowledge sharing and skills transfer. https://www.surveymonkey.com/r/RMFFXCK
STAGES OF TEAM DEVELOPMENT
LEARNING ACTIVITY 1 Group Discussion: • 1.1 Identify the stage of your team’s maturity. Refer to the diagnostic survey link: https://www.surveymonkey.com/r/RMFFXCK • 1.2 Identify team development gaps. Describe the strategies to actualize to and/or sustain the most sophisticated stage, performing.
SESSION #2: TEAM PRODUCTIVITY IMPROVEMENT, PERFORMANCE MANAGEMENT AND LEARNING
AGREE OR DISAGREE? WHY?
PRODUCTIVITY IMPROVEMENT STRATEGIES • Job design • Intra-preneurial incentives • Training and education • Incentives • Empowerment and participation • Devising reward systems
PRODUCTIVITY IMPROVEMENT FOCAL POINTS • Processes • Resources • Structures • Behaviour • Systems
4 E’s of RESOURCE MANAGEMENT Ethically
LEARNING ACTIVITY 2 Group discussion: • By referring to the L-A-D-I-O approach, develop productivity improvement strategies for your work team at your organization, in respect of team structures, processes, systems, behaviour (culture) and resources.
AGREE OR DISAGREE? WHY?
PERFORMANCE EQUATION
CAUSES OF POOR PERFORMANCE ❑Skills/competence ❑Personal problems ❑Lack of resources ❑Organizational factors
PERFORMANCE MATRIX – APPLYING COTTER’S 4 C’s (2018) CAREER DEVELOPING COUNSELING CAPITALIZING COACHING
AGREE OR DISAGREE? WHY?
EMPOWERMENT – BEING A CONDUCTOR/FACILITATOR OF LEARNING
LEARNING ACTIVITY 3 Group Discussion: • 3.1 By referring to the performance equation, compute your team’s PPS. Calculate the resultant Performance Capability Gap Index (PCGI). Develop strategies to improve any of the deficient team performance variables. • 3.2 Apply Cotter’s (2018) 4 C’s performance management principles to the four (4) quadrants of the Performance Matrix. When focusing on the poor performers and under-achievers, formulate performance improvement strategies. When focusing on solid performers, define your managerial/leadership role as a career navigator to promote career fluidity and -longevity and with star performers, how to accelerate employment mobility and promote employee retention. • 3.3 As a team leader, describe your development and empowerment roles (e.g. facilitator of learning and talent liberator), to promote experiential and social learning within your team at your organization.
SESSION #3: TEAM COMMUNICATION, MOTIVATION AND ENGAGEMENT
COMMUNICATION IMPROVEMENT STRATEGIES • #1: Plan what you want to say and how you will say it • #2: Use multiple channels and mediums • #3: Tailor the message to the audience • #4: Use clear, simple and understandable language • #5: Empathize with others • #6: Remember the value of face-to-face communication when dealing with change
COMMUNICATION IMPROVEMENT STRATEGIES • #7: Use two-way communication • #8: Practice active listening • #9: Match your words and actions (congruency) • #10: Ask for feedback/questions to confirm understanding • #11: Use the grapevine (as a source of employee issues) • #12: Use feedback • #13: Use assertive communication
BARRIERS TO EFFECTIVE COMMUNICATION
BARRIERS TO EFFECTIVE COMMUNICATION • Intra-personal • Interpersonal • Structural • Physical, technological and/or environmental
BENEFITS OF A MOTIVATED WORKFORCE • Quality performance • High levels of productivity (“a team member is a productive team member”) • High levels of commitment (to both the team and organization) • High levels of team cohesion
THE PIVOTAL MOTIVATIONAL ROLE OF THE TEAM LEADER
MOTIVATIONAL STRATEGIES • Set specific goals for employees • Goals should be realistic and attainable • Job must suit the employee’s personality • Respect and recognise individual differences • Provide immediate feedback to employees on their performance • Rewards should be individualistic • Link rewards to performance • Honour the principle of internal equity (i.e. fairness for all employees) • Motivational theories should be regarded as cultural bound
LEARNING ACTIVITY 4 Group discussion: • 4.1 Identify the five (5) foremost team communication barriers at your organization. Recommend improvement strategies for these team communication barriers. • 4.2 In your capacity as a manager, develop a Code of Best Practice of effective strategies to enhance the levels of motivation in your work team.
AGREE OR DISAGREE? WHY?
EMPLOYEE ENGAGEMENT STRATEGIES • Engagement with the job ❑ Where employees are strongly engaged with the work they are actually doing, research shows that this produces high performance, high levels of support to the team and low levels of deviant behaviour. ❑ While most engagement interventions seek to build organisational engagement, it might be better to look at interventions to make work more meaningful for employees and/or to work harder on the person/job fit. • Engagement with the organisation ❑ Good practice in this area requires total buy-in and visible leadership and commitment for all levels of managers. ❑ Many of the issues which directly impact on the engagement of employees reside with managers and their behaviour and treatment of employees. ❑ HR practitioners’ roles are to diagnose, support and coach management on those issues and to review, redesign and implement HR specific programmes including learning and development, performance management and reward management.
EMPLOYEE ENGAGEMENT STRATEGIES (COTTER, 2019) https://www.surveymonkey.com/r/RG2GCBW 1. Your organization's employees have clarity regarding their respective roles/jobs and performance expectations; there is role/job optimization as well as perceived task/job identity and -significance. 2. Your organization's employees receive an abundance of recognition and praise as well as demonstrable care and interest from their managers. 3. Your organization's employees receive encouragement of their personal and professional development and there is significant managerial interest in career progression and development. 4. There is collegial and harmonious working relationships amongst team members and peers at your organization. 5. Your organization's employees have sufficient workplace resources, materials and equipment to perform their jobs satisfactorily and they have reasonable autonomy to plan/schedule daily tasks and to make routine decisions.
EMPLOYEE ENGAGEMENT STRATEGIES (COTTER, 2019) 6. Your organization's employee opinions and inputs are valued by management and there is significant organizational platforms and opportunities for them to exercise their employee voice. 7. Your organization's employees have meaningful levels of trust in the organizational leadership team and are regarded as exemplary role models. 8. There is a culture of performance excellence at your organization and the majority of employees are prepared to go the extra mile and are committed to sustaining high quality and performance standards. 9. Your organization has a conducive work environment, culture and climate that promotes a strengths-based leadership culture; offers work-life balance, employee well-being and fair remuneration and other employment practices and -policies. 10. Your organization has a significant training investment factor, advocates and employs talent management and -development strategies and there are ample opportunities for employees to learn and grow. https://www.surveymonkey.com/r/RG2GCBW
LEARNING ACTIVITY 5 • 5.1 Diagnose your team member’s engagement levels against the ten (10) best practice criteria. Refer to the diagnostic survey link: https://www.surveymonkey.com/r/RG2GCBW Group Discussion: • 5.2 Identify gaps and recommend improvement strategies.
STRATEGIES
CIPD STRATEGIES (2013) • “Giving employees meaningful voice: facilitating upwards feedback, having respectful, adult to-adult conversations and responding to employee views • Effective communications that keep employees well informed and reinforce the organisation’s purpose • Role modelling: employees need to see that managers are committed to the organisation and uphold the values of employee engagement in how they act • Fair and just management processes for dealing with problems and supporting employee well-being.”
STRATEGIES TO ACCELERATE EMPLOYEE ENGAGEMENT • According to Gallup (2013), three (3) strategies to accelerate employee engagement are: ❖ Select the Right People and Managers ❖ Develop employees’ strengths ❖ Enhance employees’ well- being
SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS • Through selecting the right managers and employees for any role, companies can strategically boost engagement. • Great managers have great talent for supporting, positioning, empowering, and engaging their staff. • A few key employees stand out for their ability to foster workplace engagement. They energize and influence others with their commitment to achieving organizational and team objectives. • Gallup developed the Engagement Creation Index (ECI) — an innovative tool designed to identify and measure the talent for engaging others — to help organizations transform their engagement dynamic by adjusting their hiring practices. ECI captures a candidate’s ability to act as a catalyst to build engaged work teams.
SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS • It is imperative for leaders to devise selection strategies with the goal of accelerating employee engagement. This starts with hiring and promoting managers based on objective selection criteria to ensure that companies hire/promote managers with the talent to lead and engage their workgroups. • With each new hire or promotion, employers have the opportunity to maximize employee engagement in the workplace. • People want to feel supported, have a sense of belonging, and understand the contribution they can make toward organizational goals. Making sure that they get these things from their interactions with managers and team members is key to driving their engagement.
STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE ENGAGEMENT • Managers who focus on their employees’ strengths can practically eliminate active disengagement and double the average of U.S. workers who are engaged nationwide. • Building employees’ strengths is a far more effective approach than trying to improve weaknesses. • A strengths-based management approach is the best way to improve the employee - manager relationship. • Increased productivity: ❖ Gallup’s data show that simply learning their strengths makes employees 7.8% more productive. ❖ Teams that focus on strengths every day have 12.5% greater productivity.
STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE ENGAGEMENT • Help employees align their greatest talents to the expectations and responsibilities of their roles. • Incorporate strengths into performance conversations and reviews and help employees set goals based on their strengths. • Focusing on strengths improves employees’ lives and the organization’s bottom line – facilitates a win-win situation
ENHANCE EMPLOYEES’ WELL-BEING • Great managers know that the whole person comes to work and that each employee’s well-being influences individual and organizational performance. • Employees who are engaged in their jobs are generally in better health and have healthier habits than employees who are not engaged or are actively disengaged. • Engaged and thriving employees are resilient and agile • Thriving employees have strong, progressive overall well-being; struggling employees have moderate or inconsistent overall well-being; and suffering employees have well-being that is at high risk. • Employees who are thriving in their lives overall are more than twice as likely as those who are struggling to be engaged in their jobs. • Employees with high well-being have lower healthcare costs
THE MANAGER’S ROLE IN IMPROVING EMPLOYEE ENGAGEMENT AND WELL-BEING • Make well-being an organizational strategy — much like other organizational outcomes • Communicate a commitment to well-being consistently in all of the programs the company offers. • Hold leaders accountable for well-being programs available to employees. • Consider how to embed activities to increase well-being in individual development plans and goals. • Set positive defaults for making healthy choices. ❖ In vending machines and cafeterias, ensure that healthy snacks and drinks are the most accessible. ❖ Offer plenty of opportunities to join physical or social activities throughout the day.
BEST PRACTICE EMPLOYEE ENGAGEMENT • According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four (4) areas: ❖ Strategy and Leadership Philosophy ❖ Accountability and Performance ❖ Communication and Knowledge Management ❖ Development and on-going Learning Opportunities
ARMSTRONG’S EMPLOYEE ENGAGEMENT STRATEGIES ❑Leadership ❑The work environment ❑Job design ❑Opportunities for personal growth ❑Performance Management
TINYpulse (2018) STRATEGIES • Great managers fuel employee loyalty • Recognition is a matter of priority • Employees crave work-life balance • Culture eats compensation for breakfast • Growth opportunities are talent-magnets
MOST IMPACTFUL EMPLOYEE ENGAGEMENT DRIVERS (HARVARD BUSINESS REVIEW – 2014)
VIDEO CLIP • What Great Employee Engagement looks like? https://www.youtube.com/w atch?v=uan2fHQ51zg • Debriefing: Extract the lessons from this video clip
LEARNING ACTIVITY 6 Group discussion: • By referring to the identified gaps (learning activity 5), critically review the various expert employee engagement strategies and develop a Code of Best Practice, by extracting those strategies that you believe are most relevant to your work team at your organization.
SESSION #4: TEAM DIVERSITY AND -INCLUSIVITY AND RELATIONSHIP BUILDING
AGREE OR DISAGREE? WHY?
DIVERSITY MANAGEMENT STRATEGIES • #1: Fully accept diversity • #2: Recruit broadly and select fairly • #3: Provide orientation and training programs • #4: Sensitize team members • #5: Strive to be flexible • #6: Seek to motivate individually and support valuable team membership • #7: Reinforce employee differences • #8: Encourage interaction and engagement • #9: Trouble-shoot diversity problems
CONTEXT OF TRANSACTIONAL ANALYSIS (TA) • We’ve all experienced communication breakdowns. • You know the feeling. One minute you’re having a normal conversation with someone, and then, before you know it, one of you is triggered and the conversation is over. The conversation either ends in anger, hurt feelings or conflict, or it "withers away" because one of you has withdrawn or shut down. • In both cases, there’s a breakdown. The conversation has failed to achieve its goal, whether it’s being heard, solving a problem, feeling connected, making a decision, etc. • This happens all the time. It takes seconds for a conversation to shift from a positive, connection-driven interaction into a negative one. • And negative interactions take a toll on our relationships. Various studies reveal that we need 5 positive interactions to make up for every negative interaction we have with someone close to us. • So why does this happen? • According to TA, we experience communication breakdown because we’re not fully present in our conversations. Instead of reacting to the here and now, we’re communicating from different ‘ego states’. And when these ego states are crossed, conflict happens.
OVERVIEW OF TA • TA is a psychological theory, developed by Eric Berne in the 1960s, that helps explain why we think, act and feel the way we do. • TA claims that we can better understand ourselves by analyzing our transactions with the people closest to us. • Transaction = conversation/interaction between two people. • TA is most effective for understanding: ❑ 1) transactions with people you’re close to, not colleagues or acquaintances and ❑ 2) transactions about sensitive, important topics which causes a deep-rooted emotional reaction in you or the other person.
PRINCIPLES OF TA ❑We all have three ‘ego states’ (Parent, Adult, and Child) ❑We all have transactions (with other people, or internally with ourselves) ❑We all (unconsciously) activate our ego states in our transactions, which can lead to conflict, negative emotions, pain, etc. • Basically, transactional analysis is about identifying which ego states are present in your transactions so that you can become more conscious of your thoughts and behaviours, and, ultimately, have better, more constructive transactions with the people closest to you.
PARENT-ADULT-CHILD (PAC) MODEL
UNDERSTANDING TRANSACTIONS • According to TA, there are three kinds of transactions: ❑Complementary - effective and successful communication. Complementary transactions are when two people’s ego states are sympathetic or complementary to one another. ❑Crossed - Person 1 says something from one ego state and receives a different response than he/she is expecting. ❑Ulterior - these are the transactions that lead to Games, and a lot of confusion, miscommunication and conflict in our lives. 2 messages are conveyed simultaneously – one that is overt (social level) and other covert (psychological level).
EXAMPLE OF A COMPLEMENTARY TRANSACTION
EXAMPLE OF A CROSSED TRANSACTION
EXAMPLE OF AN ULTERIOR TRANSACTION
LEARNING ACTIVITY 7 Group Discussion: • 7.1 Describe the degree of diversity in your work teams at your organization. As a team leader, do you regard diversity as an asset or a liability? Develop a Code of Best Practice of effective diversity and inclusivity improvement strategies for your work team. • 7.2 Describe how the PAC model can be utilized to build collegial and harmonious team member relationships.
SESSION #5: TEAM DECISION-MAKING AND PROBLEM-SOLVING
TYPES OF DECISIONS
CONDITIONS OF DECISION-MAKING
COTTER’S 3 C’s OF DECISION-MAKING (2019) • According to Cotter (2019), supervisors/managers should apply the 3 C’s when managing these decision-making factors, namely: • Clinical (Certainty) • Calculated (Risk) • Cautious (Uncertainty)
OPTIMAL DECISIONS
INDIVIDUAL vs. GROUP DECISION- MAKING INDIVIDUAL GROUP Faster More time-consuming Realizes less accurate decisions Realizes better results More cost-effective More labour intensive Easier to reach a decision More difficult to reach a decision owing to seeking consensus Employee exclusion Employee involvement and
LEARNING ACTIVITY 8 Group Discussion: • 8.1 Discuss the advantages and disadvantages of individual and group decision-making. As a team leader/supervisor which of these two methods do you favour? Substantiate your thinking. • 8.2 In your supervisory working environment what are the factors that inhibit effective team decision-making at your organization. Provide possible solutions for these factors.
PROBLEM-SOLVING PROCESS • Step 1: Identify, analyze and define problem • Step 2: Search for ideas and solutions • Step 3: Evaluate ideas and solutions • Step 4: Select most appropriate solution • Step 5: Implement solution • Step 6: Evaluate the effectiveness of solution
STEP 1: ANALYZE (BY MEANS OF FISHBONE DIAGRAM)
STEP 2: SEARCH FOR IDEAS AND SOLUTIONS
STEP 3: EVALUATE (BY MEANS OF DECISION MATRIX)
STEP 4: TYPES OF SOLUTIONS • MOP-IT • STOP-IT
STEP 5: IMPLEMENT (BY MEANS OF ACTION PLAN)
LEARNING ACTIVITY 9 Group Discussion: • Identify an unstructured work problem that your team is currently confronted with. Apply the 6-step problem- solving process and recommend an adequate solution for this identified problem.
SESSION #6: TEAM CONFLICT RESOLUTION
AGREE OR DISAGREE? WHY?
AGREE OR DISAGREE? WHY?
FUNCTIONAL AND DYSFUNCTIONAL CONFLICT • Functional conflict leads to open discussion, a better understanding of differences, innovative solutions and greater commitment. • Functional conflict contributes to the achievement of organizational goals and enhances relationship-building. • Dysfunctional conflict tends be more focused on emotions than on the goal/task at hand known as affect conflict/interpersonal conflict, it is destructive when a solution is not reached, energy is diverted away from the core problem and morale is negatively affected. • Dysfunctional conflict is detrimental to relationships within the team and team performance.
CAUSES/SOURCES OF CONFLICT • Intra-personal • Interpersonal • Intra-group • Inter-group
INDICATORS/WARNING SIGNS OF CONFLICT • Signs of conflict between individuals • Signs of conflict between groups of people
OPTIMAL LEVELS OF CONFLICT
ADVANTAGES OF OPTIMAL LEVELS OF CONFLICT • Co-operation from team members • Improved performance and productivity • Reduced stress • Preserved integrity • Solve problems as quickly as possible • Improved relationships and teamwork • Enhanced creativity • Increased staff morale
MANAGER RESPONSIBILITIES • Conflict Manager • Coach • Liaison • Trouble-shooter
CONFLICT MANAGER • Key responsibilities include: ❑Helping to identify the sources of conflict ❑Identifying the resolution options available ❑Evaluating the advantages and disadvantages of each resolution option
LEARNING ACTIVITY 10 Group Discussion: • 10.1 Identify one (1) example of current or recent intra- group (team) workplace conflict at your organization. Indicate whether this is an example of functional or dysfunctional conflict. Substantiate your answer. Describe the indicators/warning signs of this intra-group (team) conflict. • 10.2 Describe your primary roles and responsibilities as a conflict manager within your work team. Do you believe that team members share responsibility to resolve conflict in your work team? Substantiate your answer.
CONFLICT RESOLUTION STYLES • Shark (Competing) • Turtle (Avoiding) • Fox (Compromising) • Teddy-bear (Accommodating) • Owl (Collaborating)
CONFLICT RESOLUTION STYLES
THE 4-STEP CONFLICT RESOLUTION PROCESS – THERAPEUTIC MODEL • Step 1: Identify sources of potential and actual conflict (DIAGNOSIS) • Step 2: Develop conflict resolution strategies/techniques (EXAMINATION) • Step 3: Apply conflict resolution strategies/techniques (REMEDY) • Step 4: Control and review the effectiveness of the conflict resolution strategy/technique (FOLLOW-UP)
STEP 1: DIAGNOSIS • Identify the sources/causes of conflict: ❑Intra-personal ❑Interpersonal ❑Intra-group or Inter-group • The best approach to manage conflict effectively is to be proactive.
STEP 2: EXAMINATION • Develop conflict resolution strategies/techniques: ❑ Shark (Competing) ❑ Turtle (Avoiding) ❑ Fox (Compromising) ❑ Teddy-bear (Accommodating) ❑ Owl (Collaborating) • There is no one best way to deal with conflict. It is dependent on the current situation as well as the team members involved in the conflict. • The golden rule is that managers should take prompt action in resolving conflict. • By failing to act, it may result in the conflict escalating beyond control and “spreading like a cancer” negatively affecting team performance and relationships.
STEP 3: REMEDY • Apply conflict resolution strategies/techniques • The key is to match strategies to situations • Influential considerations: ❑Time pressure ❑Issue importance ❑Relationship importance ❑Relative power
SUITABILITY AND APPROPRIATENESS: SHARK • When conflict involves personal differences that are difficult to change • When fostering intimate or supportive relationships is not critical • When others are likely to take advantage of non-competitive behaviour • When conflict resolution is urgent; when decision is vital and when in a crisis • When unpopular decisions need to be implemented • Use when you have a very strong conviction about your position • If time is precious and if you have enough power to impose your will
SUITABILITY AND APPROPRIATENESS: TURTLE • When the stakes are not high or issue is trivial • When confrontation will hurt a working relationship • When there is little chance of satisfying your wants • When disruption outweighs benefit of conflict resolution • When gathering information is more important than an immediate decision • When others can more effectively resolve the conflict • When time constraints demand a delay • Use it when it simply is not worth the effort to argue
SUITABILITY AND APPROPRIATENESS: FOX • When important/complex issues leave no clear or simple solutions • When all conflicting people are equal in power and have strong interests in different solutions • When there are no time restraints • Use when the goal is to get past the issue and move on
SUITABILITY AND APPROPRIATENESS: TEDDY-BEAR • When maintaining the relationship outweighs other considerations • When suggestions/changes are not important to the accommodator • When minimizing losses in situations where outmatched or losing • When time is limited or when harmony and stability are valued • Use this approach very sparingly and infrequently, for example, in situations when you know that you will have another more useful approach in the very near future
SUITABILITY AND APPROPRIATENESS: OWL • When maintaining relationships is important • When time is not a concern • When peer conflict is involved • When trying to gain commitment through consensus building • When learning and trying to merge differing perspectives • Use when the goal is to meet as many current needs as possible by using mutual resources. This approach sometimes raises new mutual needs. • Use when the goal is to cultivate ownership and commitment
STEP 4: FOLLOW- UP • Managers will need to confirm whether this technique has adequately resolved the conflict. • In the event that this dysfunctional conflict persists, managers may have to resort to alternative (third party) strategies: ❑ Mediation ❑ Counseling ❑ Organizational development (OD) interventions
CONFLICT MANAGEMENT GUIDING PRINCIPLES – TIPS AND TECHNIQUES
LEARNING ACTIVITY 11 Group discussion • 11.1 Apply the 4-step conflict resolution process, to find a solution for an identified conflict situation within your work team at your organization. • 11.2 Review the conflict resolution tips and techniques and prioritize the most relevant guidelines for your work team.
SESSION #7: REMOTE TEAM MANAGEMENT
AGREE OR DISAGREE? WHY?
CRITICAL SUCCESS FACTORS FOR REMOTE WORKING (COTTER, 2021) https://www.surveymonkey.com/r/TKN76QN • #1: Conducive and supportive organizational culture and value system, so that remote working can flourish • #2: Appropriate HRM and remote work strategy and objectives, aligned with company business strategy • #3: Flexible and enabling organizational structures • #4: Compliant HRM Governance framework (HRM, remote employment and related policies) • #5: Appropriate, collaborative and supportive HRM and employment practices
CRITICAL SUCCESS FACTORS FOR REMOTE WORKING (COTTER, 2021) • #6: Efficient work processes and digital systems, supportive of remote working • #7: Stable and reliable technological platforms and tools and internet connectivity to promote effective remote work, meetings and communication. • #8: Relevant leadership competencies and remote working skills • #9: Supportive and engaging management and cohesive remote team members • #10: Sufficient performance, productivity and remote employee well-being monitoring and evaluation tools and control processes. https://www.surveymonkey.com/r/TKN76QN
AGREE OR DISAGREE? WHY?
THE 6 BIGGEST REMOTE WORK CHALLENGES (AND HOW TO OVERCOME THEM) • #1: Working too much ❑ How to avoid over-working ❑ How to make sure you get the most important work done ❑ How to deal with interruptions at home • #2: How to not feel isolated when working from home • #3: Communication issues and being out of the loop • #4: Time zone differences • #5: Technology hiccups • #6: Bad health habits
LEARNING ACTIVITY 12 Group discussion: • 12.1 Critically evaluate your organization’s current remote working practices against the critical success factors for remote working arrangements. Refer to the diagnostic survey link: https://www.surveymonkey.com/r/TKN76QN Identify gaps and recommend improvement strategies. • 12.2 Explain your own team challenges of working remotely at your organization. In order to become a more efficient organization, recommend improvement strategies to overcoming these identified challenges of remote working at your organization.
COMPETENCY PROFILE AND SKILLS OF EFFECTIVE REMOTE MANAGERS AND WORKERS
TRAITS OF LEADERS WHO SUCCESSFULLY MANAGE REMOTE EMPLOYEES • Sympathy/Empathy • Communication • Accountability • Reach-ability/Availability • Flexibility
• Integrity • Agility and Passion • Personal Accountability • Self-Awareness and Grit • Self-Motivation • Drive and Collaboration • Independence
• Self-Management and Initiative • Communication • Discipline and Dedication • Time Management • Responsiveness • Personal Leadership
LEARNING ACTIVITY 13 Group discussion: • 13.1 By referring to the ATD framework, evaluate your leadership competency profile within your organization’s remote working environment? Identify development gaps and recommend improvement strategies. • 13.2 Discuss the traits of successful team members within your organization’s remote working environment.
CONCLUSION • Key points • Summary • Questions • Training Evaluation
DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE • Mobile number: +2784 562 9446 • Email address: charlescotterhrdconsultant@gmail.com • YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ • LinkedIn: https://www.linkedin.com/in/charlescotter/ and https://www.linkedin.com/company/dr-charles-cotter-and-associates • Twitter: @Charles_Cotter • Facebook: https://www.facebook.com/CharlesACotter/ • SlideShare: www.slideshare.net/CharlesCotter

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Team Development_Best practice principles and processes_25 26 November 2021

  • 1.
    TEAM DEVELOPMENT –BEST PRACTICE PRINCIPLES AND PROCESSES CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter ONLINE LEARNING PROGRAMME (LIVE) 25-26 NOVEMBER 2021
  • 3.
    ONLINE LEARNING PROGRAMME OVERVIEW –DAY 1 • SESSION #1: DIAGNOSIS OF TEAM EFFECTIVENESS AND MATURITY • SESSION #2: TEAM PRODUCTIVITY IMPROVEMENT AND PERFORMANCE MANAGEMENT • SESSION #3: TEAM COMMUNICATION, MOTIVATION AND ENGAGEMENT • SESSION #4: TEAM DIVERSITY, INCLUSIVITY AND RELATIONSHIP- BUILDING
  • 4.
    ONLINE LEARNING PROGRAMME OVERVIEW –DAY 2 • SESSION #5: TEAM DECISION- MAKING AND PROBLEM- SOLVING • SESSION #6: TEAM CONFLICT RESOLUTION • SESSION #7: REMOTE TEAM MANAGEMENT
  • 5.
    ONLINE LEARNING PROGRAMME SCHEDULE •DAY 1 - 2 (25-26 NOVEMBER 2021): ❑ Sessions 1/5: 8.30 – 10.30 ❑ Tea-break: 10.30 – 10.45 ❑ Sessions 2 & 3/6: 10.45 – 12.45 ❑ Lunch-break: 12.45 – 13.30 ❑ Sessions 4/7: 13.30 – 15.30 ❑ Tea-break: 15.30 – 15.45 ❑ Q&A Session (reflective learning): 15.45 – 16.00
  • 6.
    SESSION #1: DIAGNOSIS OFTEAM EFFECTIVENESS AND MATURITY
  • 7.
  • 10.
    10 CHARACTERISTICS OFHIGH PERFORMING TEAMS (COTTER, 2020) https://www.surveymonkey.com/r/RMFFXCK • 1. Creating a cohesive, mature and high performing (HIPO) team culture; • 2. Establishing team norms, values and constructive role allocation; • 3. Applying effective and innovative problem- solving processes and practices; • 4. Demonstrating effective decision-making practices and processes and actively promoting group consensus when engaging with key team decisions; • 5. Practicing collaborative communication, principles of constructive dialogue and critical conversations;
  • 11.
    10 CHARACTERISTICS OFHIGH PERFORMING TEAMS (COTTER, 2020) • 6. Promoting diversity and inclusivity of all team members as team assets; • 7. Practicing functional. Constructive and amicable conflict resolution and -management processes; • 8. Enhancing team relationships, based on a foundation of trust, rapport and mutual respect; • 9. Promoting team competence, high degree of personal effectiveness and motivation; • 10. Promoting a high impact learning (HILO) team culture, generous knowledge sharing and skills transfer. https://www.surveymonkey.com/r/RMFFXCK
  • 12.
  • 13.
    LEARNING ACTIVITY 1 GroupDiscussion: • 1.1 Identify the stage of your team’s maturity. Refer to the diagnostic survey link: https://www.surveymonkey.com/r/RMFFXCK • 1.2 Identify team development gaps. Describe the strategies to actualize to and/or sustain the most sophisticated stage, performing.
  • 14.
    SESSION #2: TEAM PRODUCTIVITYIMPROVEMENT, PERFORMANCE MANAGEMENT AND LEARNING
  • 15.
  • 17.
    PRODUCTIVITY IMPROVEMENT STRATEGIES • Jobdesign • Intra-preneurial incentives • Training and education • Incentives • Empowerment and participation • Devising reward systems
  • 18.
    PRODUCTIVITY IMPROVEMENT FOCAL POINTS • Processes •Resources • Structures • Behaviour • Systems
  • 20.
    4 E’s ofRESOURCE MANAGEMENT Ethically
  • 22.
    LEARNING ACTIVITY 2 Groupdiscussion: • By referring to the L-A-D-I-O approach, develop productivity improvement strategies for your work team at your organization, in respect of team structures, processes, systems, behaviour (culture) and resources.
  • 23.
  • 24.
  • 26.
    CAUSES OF POOR PERFORMANCE ❑Skills/competence ❑Personalproblems ❑Lack of resources ❑Organizational factors
  • 27.
    PERFORMANCE MATRIX – APPLYINGCOTTER’S 4 C’s (2018) CAREER DEVELOPING COUNSELING CAPITALIZING COACHING
  • 28.
  • 30.
    EMPOWERMENT – BEINGA CONDUCTOR/FACILITATOR OF LEARNING
  • 31.
    LEARNING ACTIVITY 3 GroupDiscussion: • 3.1 By referring to the performance equation, compute your team’s PPS. Calculate the resultant Performance Capability Gap Index (PCGI). Develop strategies to improve any of the deficient team performance variables. • 3.2 Apply Cotter’s (2018) 4 C’s performance management principles to the four (4) quadrants of the Performance Matrix. When focusing on the poor performers and under-achievers, formulate performance improvement strategies. When focusing on solid performers, define your managerial/leadership role as a career navigator to promote career fluidity and -longevity and with star performers, how to accelerate employment mobility and promote employee retention. • 3.3 As a team leader, describe your development and empowerment roles (e.g. facilitator of learning and talent liberator), to promote experiential and social learning within your team at your organization.
  • 32.
    SESSION #3: TEAM COMMUNICATION,MOTIVATION AND ENGAGEMENT
  • 33.
    COMMUNICATION IMPROVEMENT STRATEGIES • #1: Planwhat you want to say and how you will say it • #2: Use multiple channels and mediums • #3: Tailor the message to the audience • #4: Use clear, simple and understandable language • #5: Empathize with others • #6: Remember the value of face-to-face communication when dealing with change
  • 34.
    COMMUNICATION IMPROVEMENT STRATEGIES • #7: Usetwo-way communication • #8: Practice active listening • #9: Match your words and actions (congruency) • #10: Ask for feedback/questions to confirm understanding • #11: Use the grapevine (as a source of employee issues) • #12: Use feedback • #13: Use assertive communication
  • 35.
    BARRIERS TO EFFECTIVECOMMUNICATION
  • 36.
    BARRIERS TO EFFECTIVE COMMUNICATION •Intra-personal • Interpersonal • Structural • Physical, technological and/or environmental
  • 38.
    BENEFITS OF A MOTIVATED WORKFORCE •Quality performance • High levels of productivity (“a team member is a productive team member”) • High levels of commitment (to both the team and organization) • High levels of team cohesion
  • 40.
    THE PIVOTAL MOTIVATIONALROLE OF THE TEAM LEADER
  • 41.
    MOTIVATIONAL STRATEGIES • Setspecific goals for employees • Goals should be realistic and attainable • Job must suit the employee’s personality • Respect and recognise individual differences • Provide immediate feedback to employees on their performance • Rewards should be individualistic • Link rewards to performance • Honour the principle of internal equity (i.e. fairness for all employees) • Motivational theories should be regarded as cultural bound
  • 42.
    LEARNING ACTIVITY 4 Groupdiscussion: • 4.1 Identify the five (5) foremost team communication barriers at your organization. Recommend improvement strategies for these team communication barriers. • 4.2 In your capacity as a manager, develop a Code of Best Practice of effective strategies to enhance the levels of motivation in your work team.
  • 43.
  • 45.
    EMPLOYEE ENGAGEMENT STRATEGIES •Engagement with the job ❑ Where employees are strongly engaged with the work they are actually doing, research shows that this produces high performance, high levels of support to the team and low levels of deviant behaviour. ❑ While most engagement interventions seek to build organisational engagement, it might be better to look at interventions to make work more meaningful for employees and/or to work harder on the person/job fit. • Engagement with the organisation ❑ Good practice in this area requires total buy-in and visible leadership and commitment for all levels of managers. ❑ Many of the issues which directly impact on the engagement of employees reside with managers and their behaviour and treatment of employees. ❑ HR practitioners’ roles are to diagnose, support and coach management on those issues and to review, redesign and implement HR specific programmes including learning and development, performance management and reward management.
  • 46.
    EMPLOYEE ENGAGEMENT STRATEGIES (COTTER,2019) https://www.surveymonkey.com/r/RG2GCBW 1. Your organization's employees have clarity regarding their respective roles/jobs and performance expectations; there is role/job optimization as well as perceived task/job identity and -significance. 2. Your organization's employees receive an abundance of recognition and praise as well as demonstrable care and interest from their managers. 3. Your organization's employees receive encouragement of their personal and professional development and there is significant managerial interest in career progression and development. 4. There is collegial and harmonious working relationships amongst team members and peers at your organization. 5. Your organization's employees have sufficient workplace resources, materials and equipment to perform their jobs satisfactorily and they have reasonable autonomy to plan/schedule daily tasks and to make routine decisions.
  • 47.
    EMPLOYEE ENGAGEMENT STRATEGIES (COTTER,2019) 6. Your organization's employee opinions and inputs are valued by management and there is significant organizational platforms and opportunities for them to exercise their employee voice. 7. Your organization's employees have meaningful levels of trust in the organizational leadership team and are regarded as exemplary role models. 8. There is a culture of performance excellence at your organization and the majority of employees are prepared to go the extra mile and are committed to sustaining high quality and performance standards. 9. Your organization has a conducive work environment, culture and climate that promotes a strengths-based leadership culture; offers work-life balance, employee well-being and fair remuneration and other employment practices and -policies. 10. Your organization has a significant training investment factor, advocates and employs talent management and -development strategies and there are ample opportunities for employees to learn and grow. https://www.surveymonkey.com/r/RG2GCBW
  • 48.
    LEARNING ACTIVITY 5 •5.1 Diagnose your team member’s engagement levels against the ten (10) best practice criteria. Refer to the diagnostic survey link: https://www.surveymonkey.com/r/RG2GCBW Group Discussion: • 5.2 Identify gaps and recommend improvement strategies.
  • 49.
  • 50.
    CIPD STRATEGIES (2013) •“Giving employees meaningful voice: facilitating upwards feedback, having respectful, adult to-adult conversations and responding to employee views • Effective communications that keep employees well informed and reinforce the organisation’s purpose • Role modelling: employees need to see that managers are committed to the organisation and uphold the values of employee engagement in how they act • Fair and just management processes for dealing with problems and supporting employee well-being.”
  • 51.
    STRATEGIES TO ACCELERATE EMPLOYEEENGAGEMENT • According to Gallup (2013), three (3) strategies to accelerate employee engagement are: ❖ Select the Right People and Managers ❖ Develop employees’ strengths ❖ Enhance employees’ well- being
  • 52.
    SELECT THE RIGHTPEOPLE AND RIGHT MANAGERS • Through selecting the right managers and employees for any role, companies can strategically boost engagement. • Great managers have great talent for supporting, positioning, empowering, and engaging their staff. • A few key employees stand out for their ability to foster workplace engagement. They energize and influence others with their commitment to achieving organizational and team objectives. • Gallup developed the Engagement Creation Index (ECI) — an innovative tool designed to identify and measure the talent for engaging others — to help organizations transform their engagement dynamic by adjusting their hiring practices. ECI captures a candidate’s ability to act as a catalyst to build engaged work teams.
  • 53.
    SELECT THE RIGHTPEOPLE AND RIGHT MANAGERS • It is imperative for leaders to devise selection strategies with the goal of accelerating employee engagement. This starts with hiring and promoting managers based on objective selection criteria to ensure that companies hire/promote managers with the talent to lead and engage their workgroups. • With each new hire or promotion, employers have the opportunity to maximize employee engagement in the workplace. • People want to feel supported, have a sense of belonging, and understand the contribution they can make toward organizational goals. Making sure that they get these things from their interactions with managers and team members is key to driving their engagement.
  • 54.
    STRENGTHS-BASED LEADERSHIP APPROACHTO EMPLOYEE ENGAGEMENT • Managers who focus on their employees’ strengths can practically eliminate active disengagement and double the average of U.S. workers who are engaged nationwide. • Building employees’ strengths is a far more effective approach than trying to improve weaknesses. • A strengths-based management approach is the best way to improve the employee - manager relationship. • Increased productivity: ❖ Gallup’s data show that simply learning their strengths makes employees 7.8% more productive. ❖ Teams that focus on strengths every day have 12.5% greater productivity.
  • 55.
    STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEEENGAGEMENT • Help employees align their greatest talents to the expectations and responsibilities of their roles. • Incorporate strengths into performance conversations and reviews and help employees set goals based on their strengths. • Focusing on strengths improves employees’ lives and the organization’s bottom line – facilitates a win-win situation
  • 56.
    ENHANCE EMPLOYEES’ WELL-BEING •Great managers know that the whole person comes to work and that each employee’s well-being influences individual and organizational performance. • Employees who are engaged in their jobs are generally in better health and have healthier habits than employees who are not engaged or are actively disengaged. • Engaged and thriving employees are resilient and agile • Thriving employees have strong, progressive overall well-being; struggling employees have moderate or inconsistent overall well-being; and suffering employees have well-being that is at high risk. • Employees who are thriving in their lives overall are more than twice as likely as those who are struggling to be engaged in their jobs. • Employees with high well-being have lower healthcare costs
  • 57.
    THE MANAGER’S ROLEIN IMPROVING EMPLOYEE ENGAGEMENT AND WELL-BEING • Make well-being an organizational strategy — much like other organizational outcomes • Communicate a commitment to well-being consistently in all of the programs the company offers. • Hold leaders accountable for well-being programs available to employees. • Consider how to embed activities to increase well-being in individual development plans and goals. • Set positive defaults for making healthy choices. ❖ In vending machines and cafeterias, ensure that healthy snacks and drinks are the most accessible. ❖ Offer plenty of opportunities to join physical or social activities throughout the day.
  • 58.
    BEST PRACTICE EMPLOYEE ENGAGEMENT • Accordingto Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four (4) areas: ❖ Strategy and Leadership Philosophy ❖ Accountability and Performance ❖ Communication and Knowledge Management ❖ Development and on-going Learning Opportunities
  • 59.
    ARMSTRONG’S EMPLOYEE ENGAGEMENT STRATEGIES ❑Leadership ❑Thework environment ❑Job design ❑Opportunities for personal growth ❑Performance Management
  • 60.
    TINYpulse (2018) STRATEGIES • Greatmanagers fuel employee loyalty • Recognition is a matter of priority • Employees crave work-life balance • Culture eats compensation for breakfast • Growth opportunities are talent-magnets
  • 61.
    MOST IMPACTFUL EMPLOYEE ENGAGEMENTDRIVERS (HARVARD BUSINESS REVIEW – 2014)
  • 62.
    VIDEO CLIP • WhatGreat Employee Engagement looks like? https://www.youtube.com/w atch?v=uan2fHQ51zg • Debriefing: Extract the lessons from this video clip
  • 63.
    LEARNING ACTIVITY 6 Groupdiscussion: • By referring to the identified gaps (learning activity 5), critically review the various expert employee engagement strategies and develop a Code of Best Practice, by extracting those strategies that you believe are most relevant to your work team at your organization.
  • 64.
    SESSION #4: TEAM DIVERSITYAND -INCLUSIVITY AND RELATIONSHIP BUILDING
  • 65.
  • 70.
    DIVERSITY MANAGEMENT STRATEGIES • #1: Fullyaccept diversity • #2: Recruit broadly and select fairly • #3: Provide orientation and training programs • #4: Sensitize team members • #5: Strive to be flexible • #6: Seek to motivate individually and support valuable team membership • #7: Reinforce employee differences • #8: Encourage interaction and engagement • #9: Trouble-shoot diversity problems
  • 72.
    CONTEXT OF TRANSACTIONALANALYSIS (TA) • We’ve all experienced communication breakdowns. • You know the feeling. One minute you’re having a normal conversation with someone, and then, before you know it, one of you is triggered and the conversation is over. The conversation either ends in anger, hurt feelings or conflict, or it "withers away" because one of you has withdrawn or shut down. • In both cases, there’s a breakdown. The conversation has failed to achieve its goal, whether it’s being heard, solving a problem, feeling connected, making a decision, etc. • This happens all the time. It takes seconds for a conversation to shift from a positive, connection-driven interaction into a negative one. • And negative interactions take a toll on our relationships. Various studies reveal that we need 5 positive interactions to make up for every negative interaction we have with someone close to us. • So why does this happen? • According to TA, we experience communication breakdown because we’re not fully present in our conversations. Instead of reacting to the here and now, we’re communicating from different ‘ego states’. And when these ego states are crossed, conflict happens.
  • 73.
    OVERVIEW OF TA •TA is a psychological theory, developed by Eric Berne in the 1960s, that helps explain why we think, act and feel the way we do. • TA claims that we can better understand ourselves by analyzing our transactions with the people closest to us. • Transaction = conversation/interaction between two people. • TA is most effective for understanding: ❑ 1) transactions with people you’re close to, not colleagues or acquaintances and ❑ 2) transactions about sensitive, important topics which causes a deep-rooted emotional reaction in you or the other person.
  • 74.
    PRINCIPLES OF TA ❑Weall have three ‘ego states’ (Parent, Adult, and Child) ❑We all have transactions (with other people, or internally with ourselves) ❑We all (unconsciously) activate our ego states in our transactions, which can lead to conflict, negative emotions, pain, etc. • Basically, transactional analysis is about identifying which ego states are present in your transactions so that you can become more conscious of your thoughts and behaviours, and, ultimately, have better, more constructive transactions with the people closest to you.
  • 76.
  • 77.
    UNDERSTANDING TRANSACTIONS • Accordingto TA, there are three kinds of transactions: ❑Complementary - effective and successful communication. Complementary transactions are when two people’s ego states are sympathetic or complementary to one another. ❑Crossed - Person 1 says something from one ego state and receives a different response than he/she is expecting. ❑Ulterior - these are the transactions that lead to Games, and a lot of confusion, miscommunication and conflict in our lives. 2 messages are conveyed simultaneously – one that is overt (social level) and other covert (psychological level).
  • 78.
  • 79.
  • 80.
  • 81.
    LEARNING ACTIVITY 7 GroupDiscussion: • 7.1 Describe the degree of diversity in your work teams at your organization. As a team leader, do you regard diversity as an asset or a liability? Develop a Code of Best Practice of effective diversity and inclusivity improvement strategies for your work team. • 7.2 Describe how the PAC model can be utilized to build collegial and harmonious team member relationships.
  • 82.
  • 84.
  • 85.
  • 86.
    COTTER’S 3 C’sOF DECISION-MAKING (2019) • According to Cotter (2019), supervisors/managers should apply the 3 C’s when managing these decision-making factors, namely: • Clinical (Certainty) • Calculated (Risk) • Cautious (Uncertainty)
  • 87.
  • 88.
    INDIVIDUAL vs. GROUPDECISION- MAKING INDIVIDUAL GROUP Faster More time-consuming Realizes less accurate decisions Realizes better results More cost-effective More labour intensive Easier to reach a decision More difficult to reach a decision owing to seeking consensus Employee exclusion Employee involvement and
  • 90.
    LEARNING ACTIVITY 8 GroupDiscussion: • 8.1 Discuss the advantages and disadvantages of individual and group decision-making. As a team leader/supervisor which of these two methods do you favour? Substantiate your thinking. • 8.2 In your supervisory working environment what are the factors that inhibit effective team decision-making at your organization. Provide possible solutions for these factors.
  • 91.
    PROBLEM-SOLVING PROCESS • Step1: Identify, analyze and define problem • Step 2: Search for ideas and solutions • Step 3: Evaluate ideas and solutions • Step 4: Select most appropriate solution • Step 5: Implement solution • Step 6: Evaluate the effectiveness of solution
  • 92.
    STEP 1: ANALYZE(BY MEANS OF FISHBONE DIAGRAM)
  • 93.
    STEP 2: SEARCH FORIDEAS AND SOLUTIONS
  • 95.
    STEP 3: EVALUATE(BY MEANS OF DECISION MATRIX)
  • 96.
    STEP 4: TYPESOF SOLUTIONS • MOP-IT • STOP-IT
  • 97.
    STEP 5: IMPLEMENT(BY MEANS OF ACTION PLAN)
  • 98.
    LEARNING ACTIVITY 9 GroupDiscussion: • Identify an unstructured work problem that your team is currently confronted with. Apply the 6-step problem- solving process and recommend an adequate solution for this identified problem.
  • 99.
  • 100.
  • 101.
  • 102.
    FUNCTIONAL AND DYSFUNCTIONAL CONFLICT •Functional conflict leads to open discussion, a better understanding of differences, innovative solutions and greater commitment. • Functional conflict contributes to the achievement of organizational goals and enhances relationship-building. • Dysfunctional conflict tends be more focused on emotions than on the goal/task at hand known as affect conflict/interpersonal conflict, it is destructive when a solution is not reached, energy is diverted away from the core problem and morale is negatively affected. • Dysfunctional conflict is detrimental to relationships within the team and team performance.
  • 104.
    CAUSES/SOURCES OF CONFLICT • Intra-personal •Interpersonal • Intra-group • Inter-group
  • 105.
    INDICATORS/WARNING SIGNS OF CONFLICT •Signs of conflict between individuals • Signs of conflict between groups of people
  • 106.
  • 107.
    ADVANTAGES OF OPTIMAL LEVELSOF CONFLICT • Co-operation from team members • Improved performance and productivity • Reduced stress • Preserved integrity • Solve problems as quickly as possible • Improved relationships and teamwork • Enhanced creativity • Increased staff morale
  • 108.
    MANAGER RESPONSIBILITIES • Conflict Manager •Coach • Liaison • Trouble-shooter
  • 109.
    CONFLICT MANAGER • Keyresponsibilities include: ❑Helping to identify the sources of conflict ❑Identifying the resolution options available ❑Evaluating the advantages and disadvantages of each resolution option
  • 110.
    LEARNING ACTIVITY 10 GroupDiscussion: • 10.1 Identify one (1) example of current or recent intra- group (team) workplace conflict at your organization. Indicate whether this is an example of functional or dysfunctional conflict. Substantiate your answer. Describe the indicators/warning signs of this intra-group (team) conflict. • 10.2 Describe your primary roles and responsibilities as a conflict manager within your work team. Do you believe that team members share responsibility to resolve conflict in your work team? Substantiate your answer.
  • 111.
    CONFLICT RESOLUTION STYLES •Shark (Competing) • Turtle (Avoiding) • Fox (Compromising) • Teddy-bear (Accommodating) • Owl (Collaborating)
  • 112.
  • 113.
    THE 4-STEP CONFLICT RESOLUTIONPROCESS – THERAPEUTIC MODEL • Step 1: Identify sources of potential and actual conflict (DIAGNOSIS) • Step 2: Develop conflict resolution strategies/techniques (EXAMINATION) • Step 3: Apply conflict resolution strategies/techniques (REMEDY) • Step 4: Control and review the effectiveness of the conflict resolution strategy/technique (FOLLOW-UP)
  • 114.
    STEP 1: DIAGNOSIS • Identifythe sources/causes of conflict: ❑Intra-personal ❑Interpersonal ❑Intra-group or Inter-group • The best approach to manage conflict effectively is to be proactive.
  • 115.
    STEP 2: EXAMINATION • Developconflict resolution strategies/techniques: ❑ Shark (Competing) ❑ Turtle (Avoiding) ❑ Fox (Compromising) ❑ Teddy-bear (Accommodating) ❑ Owl (Collaborating) • There is no one best way to deal with conflict. It is dependent on the current situation as well as the team members involved in the conflict. • The golden rule is that managers should take prompt action in resolving conflict. • By failing to act, it may result in the conflict escalating beyond control and “spreading like a cancer” negatively affecting team performance and relationships.
  • 116.
    STEP 3: REMEDY •Apply conflict resolution strategies/techniques • The key is to match strategies to situations • Influential considerations: ❑Time pressure ❑Issue importance ❑Relationship importance ❑Relative power
  • 117.
    SUITABILITY AND APPROPRIATENESS: SHARK • Whenconflict involves personal differences that are difficult to change • When fostering intimate or supportive relationships is not critical • When others are likely to take advantage of non-competitive behaviour • When conflict resolution is urgent; when decision is vital and when in a crisis • When unpopular decisions need to be implemented • Use when you have a very strong conviction about your position • If time is precious and if you have enough power to impose your will
  • 118.
    SUITABILITY AND APPROPRIATENESS: TURTLE • Whenthe stakes are not high or issue is trivial • When confrontation will hurt a working relationship • When there is little chance of satisfying your wants • When disruption outweighs benefit of conflict resolution • When gathering information is more important than an immediate decision • When others can more effectively resolve the conflict • When time constraints demand a delay • Use it when it simply is not worth the effort to argue
  • 119.
    SUITABILITY AND APPROPRIATENESS: FOX •When important/complex issues leave no clear or simple solutions • When all conflicting people are equal in power and have strong interests in different solutions • When there are no time restraints • Use when the goal is to get past the issue and move on
  • 120.
    SUITABILITY AND APPROPRIATENESS: TEDDY-BEAR • Whenmaintaining the relationship outweighs other considerations • When suggestions/changes are not important to the accommodator • When minimizing losses in situations where outmatched or losing • When time is limited or when harmony and stability are valued • Use this approach very sparingly and infrequently, for example, in situations when you know that you will have another more useful approach in the very near future
  • 121.
    SUITABILITY AND APPROPRIATENESS: OWL •When maintaining relationships is important • When time is not a concern • When peer conflict is involved • When trying to gain commitment through consensus building • When learning and trying to merge differing perspectives • Use when the goal is to meet as many current needs as possible by using mutual resources. This approach sometimes raises new mutual needs. • Use when the goal is to cultivate ownership and commitment
  • 122.
    STEP 4: FOLLOW- UP •Managers will need to confirm whether this technique has adequately resolved the conflict. • In the event that this dysfunctional conflict persists, managers may have to resort to alternative (third party) strategies: ❑ Mediation ❑ Counseling ❑ Organizational development (OD) interventions
  • 123.
    CONFLICT MANAGEMENT GUIDINGPRINCIPLES – TIPS AND TECHNIQUES
  • 124.
    LEARNING ACTIVITY 11 Groupdiscussion • 11.1 Apply the 4-step conflict resolution process, to find a solution for an identified conflict situation within your work team at your organization. • 11.2 Review the conflict resolution tips and techniques and prioritize the most relevant guidelines for your work team.
  • 125.
  • 126.
  • 127.
    CRITICAL SUCCESS FACTORS FORREMOTE WORKING (COTTER, 2021) https://www.surveymonkey.com/r/TKN76QN • #1: Conducive and supportive organizational culture and value system, so that remote working can flourish • #2: Appropriate HRM and remote work strategy and objectives, aligned with company business strategy • #3: Flexible and enabling organizational structures • #4: Compliant HRM Governance framework (HRM, remote employment and related policies) • #5: Appropriate, collaborative and supportive HRM and employment practices
  • 128.
    CRITICAL SUCCESS FACTORS FORREMOTE WORKING (COTTER, 2021) • #6: Efficient work processes and digital systems, supportive of remote working • #7: Stable and reliable technological platforms and tools and internet connectivity to promote effective remote work, meetings and communication. • #8: Relevant leadership competencies and remote working skills • #9: Supportive and engaging management and cohesive remote team members • #10: Sufficient performance, productivity and remote employee well-being monitoring and evaluation tools and control processes. https://www.surveymonkey.com/r/TKN76QN
  • 129.
  • 130.
    THE 6 BIGGESTREMOTE WORK CHALLENGES (AND HOW TO OVERCOME THEM) • #1: Working too much ❑ How to avoid over-working ❑ How to make sure you get the most important work done ❑ How to deal with interruptions at home • #2: How to not feel isolated when working from home • #3: Communication issues and being out of the loop • #4: Time zone differences • #5: Technology hiccups • #6: Bad health habits
  • 131.
    LEARNING ACTIVITY 12 Groupdiscussion: • 12.1 Critically evaluate your organization’s current remote working practices against the critical success factors for remote working arrangements. Refer to the diagnostic survey link: https://www.surveymonkey.com/r/TKN76QN Identify gaps and recommend improvement strategies. • 12.2 Explain your own team challenges of working remotely at your organization. In order to become a more efficient organization, recommend improvement strategies to overcoming these identified challenges of remote working at your organization.
  • 132.
    COMPETENCY PROFILE ANDSKILLS OF EFFECTIVE REMOTE MANAGERS AND WORKERS
  • 133.
    TRAITS OF LEADERS WHOSUCCESSFULLY MANAGE REMOTE EMPLOYEES • Sympathy/Empathy • Communication • Accountability • Reach-ability/Availability • Flexibility
  • 135.
    • Integrity • Agilityand Passion • Personal Accountability • Self-Awareness and Grit • Self-Motivation • Drive and Collaboration • Independence
  • 136.
    • Self-Management andInitiative • Communication • Discipline and Dedication • Time Management • Responsiveness • Personal Leadership
  • 137.
    LEARNING ACTIVITY 13 Groupdiscussion: • 13.1 By referring to the ATD framework, evaluate your leadership competency profile within your organization’s remote working environment? Identify development gaps and recommend improvement strategies. • 13.2 Discuss the traits of successful team members within your organization’s remote working environment.
  • 138.
    CONCLUSION • Key points •Summary • Questions • Training Evaluation
  • 139.
    DR CHARLES COTTER’SCONTACT DETAILS AND SOCIAL MEDIA PRESENCE • Mobile number: +2784 562 9446 • Email address: charlescotterhrdconsultant@gmail.com • YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ • LinkedIn: https://www.linkedin.com/in/charlescotter/ and https://www.linkedin.com/company/dr-charles-cotter-and-associates • Twitter: @Charles_Cotter • Facebook: https://www.facebook.com/CharlesACotter/ • SlideShare: www.slideshare.net/CharlesCotter