This presentation is designed to help leaders understand why to use teams and how to lead and work with them. Includes sections on kickoff meetings, team size, dealing with issues of trust, establishing norms and getting people to participate. This is one of the workshops in Pitt’s University Library System (ULS) Leadership Program.
A reflective session on leadership, management, and managing up for the New Jersey Bonner VISTAs. Part of the mid-year retreat, March 2015. With Ariane Hoy and Afnan Rashid, Bonner Foundation.
Institute of Design: Teaming Workshop By Chris BernardChris Bernard
This are slides for a Teaming Presentation and One Day workshop that I've taught at the Institute of Design on three occasions. I've included the slides in .PPT format which you may reference with proper accreditation. Note I've pulled some content and provided links to it to respect copyrights. Want me to conduct this workshop for you? Hire me! Email bernard@id.iit.edu for more information.
This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.
A reflective session on leadership, management, and managing up for the New Jersey Bonner VISTAs. Part of the mid-year retreat, March 2015. With Ariane Hoy and Afnan Rashid, Bonner Foundation.
Institute of Design: Teaming Workshop By Chris BernardChris Bernard
This are slides for a Teaming Presentation and One Day workshop that I've taught at the Institute of Design on three occasions. I've included the slides in .PPT format which you may reference with proper accreditation. Note I've pulled some content and provided links to it to respect copyrights. Want me to conduct this workshop for you? Hire me! Email bernard@id.iit.edu for more information.
This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
This is the presentation used for my workshop on Catalytic Leadership - helping people understand how they can unleash Fearless Change patterns and Liberating Structures so that anyone can become a leader of change.
This is the final presentation for the Catalytic Leadership workshop given at Agile2017. In this one will learn about about how to lead change through small influences no matter where you are in the organization. It also helps you understand that change needs to be focused on Environment, Support, and Trust and provides a trust model that can be used for this.
This is the presentation slide deck for my 45 minute talk at TriAgile; it discusses how anyone can lead change and gives some techniques that can be used.
Leadership Workshop Conducted for BBA students at JIMS, Rohini Sector-5 Delhi...JIMS Rohini Sector 5
A Leadership Workshop was organized to inculcate leadership skills, Development and values in students of BBA at JIMS Auditorium, Sector – 5, Rohini. It is one of the best Management Institute in Delhi/NCR
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
This is the presentation used for my workshop on Catalytic Leadership - helping people understand how they can unleash Fearless Change patterns and Liberating Structures so that anyone can become a leader of change.
This is the final presentation for the Catalytic Leadership workshop given at Agile2017. In this one will learn about about how to lead change through small influences no matter where you are in the organization. It also helps you understand that change needs to be focused on Environment, Support, and Trust and provides a trust model that can be used for this.
This is the presentation slide deck for my 45 minute talk at TriAgile; it discusses how anyone can lead change and gives some techniques that can be used.
Leadership Workshop Conducted for BBA students at JIMS, Rohini Sector-5 Delhi...JIMS Rohini Sector 5
A Leadership Workshop was organized to inculcate leadership skills, Development and values in students of BBA at JIMS Auditorium, Sector – 5, Rohini. It is one of the best Management Institute in Delhi/NCR
TeamBuilding Leadership Learning Program.
Presentation I led with 30 corporate trainers on effectively using experiential activities in their training and development programs.
Team Building Train the Trainer Program
http://create-learning.com
http://teambuildingwny.blogspot.com
OVERVIEW:
For many years now, organizations across the globe have come to realize the significance of working as a team. Studies have shown that organizations optimize their performances when all members of the team are imbued with a common goal and the spirit of cooperation. However, transforming a group of loosely-connected employees into a dynamic and synergistic team is a process that seldom occurs naturally. Hence, this particular teambuilding workshop was developed to facilitate this transformation.
“The 7 Essentials of Teamwork” develops teams by teaching the members of the team how to apply the seven essentials that make a team effective. This team-building workshop is a loose adaptation of Patrick Lencioni’s bestselling book, “The 5 Dysfunctions of a Team”. This workshop will help teams identify their problems dysfunction and learn ways to overcome them. It will also help teach leaders their roles in the team and the styles to use to achieve each essential. It will also teach members their responsibilities to the team and ensure that the team is continuously progressing and moving forward.
OBJECTIVES:
At the end of the training program, the participants will be able to:
1. Develop trust and cohesiveness in the team by understanding their weaknesses and appreciating their strengths
2. Connect with each other better by enhancing team communication and acquiring conflict management skills;
3. Learn to commit to the team and its targets, especially understanding the leaders’ and members’ contribution to the goals of the organization;
4. Learn how to be accountable for their roles and responsibilities and hold each other accountable in a professional way; and
5. Learn how to focus on attaining the goals and results set by the organization
This presentation explains how to play some team building activities that are important to the effective management and growth of teams and their objectives.
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.
Let's get ready to rumble! Managing groups and cultures when you are not in charge
Are you a team player? Do you have the skills to thrive and contribute value in groups? In order to be effective, it is helpful to understand the complexity of group dynamics and people. This seminar will support you in understanding group dynamics, dealing with difficult people, and maintaining your professionalism in a variety of group challenges. Further, we will discuss the role of culture, values, and perceptions in-group interactions. This high level seminar will transform any new professional into a savvy communicator and thoughtful collaborator.
Learning Outcome: Increase communication and team building skill
At the end of this seminar, participants will be able to:
a) Explore common group dynamics and goals
b) Examine common challenges and struggles
c) Discuss self-management and emotional intelligence
d) Explore the role of culture, values, and perceptions in group situations
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Lani Hathaway's User Experience Professionals Association Conference 2016 presentation on models that foster leadership. One of the more important things you can do is inspire others to achieve their best work. The talk introduces techniques to foster leadership whether you're working in a team or managing one.
For continuous improvement of startups personnel on work-related and associated topics, Enablistics.com brings on-board, a series of in-house workshops on soft skills. These presentations are part of in-house seminars series being conducted in a few technology startups that have grown in an accelerated fashion.
Any suggestions, comments are most welcome. Please contact us at info at enablistics dot com
Presents tit bits on managing project teams effectively. Answers the questions on assigning and evaluating team roles. Identifying team resources and aligning them with the strengths on a project
Final Exam StudiesNo personal pronouns (I, me, you, yourself.docxssuser454af01
Final Exam: Studies:
No personal pronouns (I, me, you, yourself, us, we, ours) = The Researcher or The Experimenter or The Designer of the Study
Can use “he and she”
1.) Introduction:
a. Grab Attention
b. Thesis: 1-3 questions you want to find the answer to
2.) Methodology (so anyone could follow your directions and duplicate your study and results) – What did you do, why, and how?
a. How did you decide on your topic and why?
b. Who did you talk to and why? (primary sources)
c. How did you create your survey or interview or focus group questions?
d. What questions did you ask?
e. What was involved in testing yourself or someone else? (if you observe or test something)
f. How did you find your scholarly sources and why did you decide to add those sources to your study?
3.) Secondary/Scholarly sources
a. What have experts or scholars said about your topic and why does this matter?
4.) Primary source
a. Class first – your survey results (what did people in the class tell you for each of your questions –Mixed Methods (turn people into numbers – give statistics – but also give quotes).
b. Other primary source – interview, observation, experiment on yourself or others, focus group, another survey
5.) Analysis:
a. Pretend you are a detective/expert and are explaining the results you got. Why did people say or respond the way they did?
6.) Conclusion
a. Remind us of your question(s) (thesis)
b. What answer did you find for your questions…or did you?
c. Ending sentence: Further Research is needed
PAF 410 WEEK 2.pdf
PAF 410
Building Leadership Skills
Session 2
Early leadership theories: Traits, skills and behaviors
Agenda
• Intro + recap
• Trait Perspective
• Skill Perspective
• Behavior Perspective
• Break
• Case
Recap
• Leadership is …
• The role of power – influencing others
• Ethics: Conduct and character
• Today: Closer look at the three main perspectives on leadership
Leadership
Trait Perspective
What is it?
• ”Great Man” theories (early 1900s and onwards)
• Systematic approach to leadership
• Innate qualities or characteristics (traits) that great political,
social or cultural leaders possess
Exercise
• In small groups (the person(s) sitting next to you), make a list of
5 (or 10) major traits that you believe are important for a strong
leader
• Prepare the list based on your experiences and without reference
to the book
Northouse 2016: 9
Appearances
• Different characteristics or traits linked to physical appearances
• Ex. Height
• Other examples … ?
Who seems more competent?
John Antonakis, and Olaf Dalgas Science 2009;323:1183
✔
Important traits
• A number of other important traits are linked to
leadership emergence and effectiveness
• Northouse: 5 major leadership traits (intelligence, self-
confidence, determination, integrity, and sociability)
• Psychology: Big 5 personality factors (neuroticism,
extraversion, openness, conscientiousness, and
agreeableness)
5 major tr ...
Project Management in Libraries for UCLA IS 410Karen S Calhoun
A 3-hour class introducing project management in libraries, prepared and presented at the invitation of Dr. Beverly Lynch for her 3-credit graduate course "Management Theory and Practice for Information Professional," IS 410 in the UCLA Department of Information Studies.
The evolution of digital libraries as socio-technical systemsKaren S Calhoun
Introduces and orients participants to digital libraries as socio-technical systems--that is, systems based on the interplay of technology, information, and people. The objective is to expose thematic connections between digital library infrastructure, cultural heritage and scholarly collections, social forces, and online community building. Key challenges of the current environment include interoperability, community engagement, intellectual property rights, and sustainability. Invited presentation for the Nimitiz Library staff, US Naval Academy.
Explores how library collections have been, are and will be built in the context of changing information-seeking behavior, changes in the nature of collections, the social web, and new enabling technology.
A detailed briefing on the current position of the library catalog and its prospects in the age of internet discovery and changing preferences for information seeking. Based on the speaker's extensive research and writings abou the catalog and metadata at Cornell University Library and for the Library of Congress. Prepared for the "New Age of Discovery" Institute sponsored by ASERL and hosted by Auburn University Libraries. Presented July 19, 2007. Includes speaker notes.
Leading from the Middle: Rationale and Impact of Pitt's ProgramKaren S Calhoun
One of three panel presentations at "Leadership Development in Action: Changing Lives, Changing Libraries," delivered March 27, 2015 at the ACRL National Conference in Portland OR, this session describes the motivation, learning objectives, curriculum, and evaluation of a leadership development program for the University Library System at the University of Pittsburgh
Engaging Your Community Through Cultural Heritage Digital Libraries Karen S Calhoun
Based on the book Exploring Digital Libraries, this ALA Techsource webinar examines cultural heritage collections in the context of the social web and online communities. Calhoun and Brenner explore the possibilities and provide examples of digital libraries' shift toward social platforms, along the way discussing how to increase discoverability and community engagement, for instance through crowdsourcing.
Networking Repositories, Optimizing Impact: Georgia Knowledge Repository MeetingKaren S Calhoun
Prepared as the keynote for the Georgia Knowledge Repository's annual meeting, this presentation discusses why repositories are important, the challenges they face, and solutions or opportunities for networking repositories and optimizing their impact for local, regional and global communities.
Supporting Digital Scholarship: From Collections to CommunitiesKaren S Calhoun
A webinar presented by Aaron Brenner and Karen Calhoun for ALA TechSource based on Calhoun's book Exploring Digital Libraries (ALA Neal-Schuman, 2014).
Rethinking Library Cooperatives: Prepared for the Program for Cooperative Cat...Karen S Calhoun
In the context of current initiatives around linked data and cloud-based service frameworks, the presentation invites exploration of future directions that library cooperatives might take to significantly improve the visibility and recognition of library collections on the web.
Exploring Digital Libraries: Chapter by Chapter Summary by Facet PublishingKaren S Calhoun
From Facet Publishing, on the new book by Karen Calhoun. From book cover: "thought-provoking and practical, [the text] not only weaves an enormous amount of content into a manageable resource for teaching and learning, but also covers new topics in the field, including digital library roles on the social web and in libraries' digital future."
Delegation and Conflict Management: A Mini-WorkshopKaren S Calhoun
This presentation is designed to teach principles and processes associated with delegating tasks and managing organizational conflict. It underpins a two-hour workshop that is part of Pitt’s University Library System (ULS) Leadership Program. The workshop exercises reinforce the skills of delegating tasks and managing conflicts contextually, using a variety of approaches.
ULS Leadership Program: Presentations WorkshopKaren S Calhoun
Considers a whole brain model for enhancing creativity and how the model applies to designing and giving presentations. Explores and provides opportunities to practice ideas and techniques for presenting effectively and more creatively. Includes list of sources.
Effective Meetings Workshop: ULS Leadership programKaren S Calhoun
One of a series of workshops prepared for the University Library System (ULS) Leadership Program at the University of Pittsburgh. Covers how to make meetings more productive and deal with common problems, for example, getting people to participate and managing dysfunctional behaviors.
An interactive workshop on the changing academic library, from endings to new beginnings. Prepared at the invitation of the Associated College Libraries of Central Pennsylvania, the workshop covers how budgets, staffing, and shifts in information-seeking behaviors and preferences are driving change in collections and services. The workshop concludes with a consideration of opportunities for innovation to add value and advance the missions of the colleges and universities that libraries serve.
Developing new services in library organizationsKaren S Calhoun
A workshop for a library and information science class on management. Includes sections on innovation and new service development in libraries; project initiation and management; teamwork and leadership; and project politics.
Workshop on Project Management and Teamwork for ULSKaren S Calhoun
A workshop for task force members of the Pitt University Library System (ULS). Includes sections on project initiation, design teams, environmental scanning and stakeholder evaluation, the Future Search methodology, the use of SharePoint for collaboration, and strategic option analysis.
From Ideas to Innovation: Powering Up for ChangeKaren S Calhoun
Presented at the December 2011 PALCI Member Meeting in Harrisburg PA. Calhoun describes her new role at the University of Pittsburgh Library as AUL for Organizational Development; the nature of and necessary conditions for transformational change; and the challenges of the the change cycle.
Rethinking Our Jobs: Toward a New Kind of Academic Library Karen S Calhoun
Invited presentation for Library Staff Day at Duquesne University, 3 January 2012. Makes a case for change in academic libraries; recommends changes and a process for enabling change. Cites a 2011 Education Advisory Board report and other evidence to support new strategies and new types of jobs for librarians and staff.
Library Process Redesign: Renewing Services, Changing Workflows Karen S Calhoun
Invited presentation for Cambridge University Library, 10 February 2011. Reviews trends in research library collections including e-resources and special collections; discusses principles and practice of library process redesign to free up time for new initiatives.
Time Management Workshop - ULS Leadership ProgramKaren S Calhoun
Prepared as a component of the Pitt University Library System's Leadership Development Program, a year-long set of learning activities to strengthen ULS leadership capacity for achieving strategic initiatives, managing projects, and working in teams across organizational boundaries.
1. Teambuilding Workshop
ULS Leadership Program
Karen Calhoun
5 March 2013
This work is licensed under a
Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.
1
2. Outcomes – Paths to Personal Mastery
Learning Outcome Units
Understanding teams
Why use teams?
Types of teams
How teamwork develops
Team size
Roles people play in teams
Exercise
Leading teams
Team kickoffs
Dealing with five team dysfunctions
Trust and trustworthiness
Exercise
Working with teams
Establishing norms
Getting people to participate
Creative thinking
Exercise - Rewarding teams
2
3. Agenda Topic Time
Arrival 10:25-10:35 am
Understanding teams 10:35-11:45 am
Box lunches 11:45 am-12:15 pm
Leading teams 12:15-1:15pm
Short break 1:15-1:25 pm
Working with teams 1:25-2:25 pm
Close and get on
shuttle
2:25-2:30 pm
3
5. Why Use Teams?
□ They get things
done
□ They tear down
organizational walls
□ They strengthen
organizations by
encouraging
communications, a
ction, and
collaboration
5
Photo: Mission Control celebrates
Apollo 13 splashdown
Rights: public domain
6. Some benefits and costs of
teams
Benefits
□ Better solutions from
cross-functional
expertise
□ Educate and increase
understanding
□ Build consensus and
help to manage
transitions
□ Encourage stakeholder
involvement and
networking
Costs or challenges
□ Overhead of
coordination and
integration
□ Team members who
are ―free riders‖
(loafing)
□ Possible middle
management
resistance
□ How to evaluate?
6
7. What is a team?
7
―A team is a small number of people
with complementary skills who are
committed to a common purpose, set of
performance goals, and approach
for which they hold themselves mutually
accountable‖—Katzenbach and Smith
Handout: Katzenbach, Jon R., and
Douglas K. Smith. 1993. ―The Discipline of
Teams.‖ Harvard Business Review 71:
111-120.
8. Calling a group a team does not make
them a team
Work groups
□ Individuals responsible
for own results
□ Individual work
products
□ Often report to a single
manager
□ Often ongoing, formal
part of hierarchy
Teams
□ Responsible for own
and team’s results
□ Collective work
products
□ Usually facilitated by a
team leader
□ Sometimes temporary
(project-based)
8
―The essence of a team is common commitment‖
—Katzenbach and Smith
9. How teams develop
Requirements
□ Distinct identity
□ Shared values
□ Definite intention
□ Understood roles
□ Clear, shared norms
□ Defined processes, e.g.
for planning and
solving problems
Key questions
□ Who are we?
□ What do we stand for?
□ Where are we going?
□ Who will do what?
□ How work together?
□ How will we allocate
resources, manage
conflict, adapt?
9
10. Stages of Team Development
Stage 1
Feelings not dealt
with
Status quo
Low involvement
Unclear objectives
Top-down decisions
Stage 2
Feelings raised
Experimentation
Greater listening
and involvement
Issues and options
discussed/debated
Sometimes
uncomfortable
Stage 3
Camaraderie
developing
Shared purpose and
roles
Commitment
emerging
Constructive conflict
management
Group norms solidify
Stage 4
Interpersonal
responsibility
Responsible for own
and team’s results
Shared commitment
and leadership
Adaptability and
flexibility
Shared group norms
and values
10
11. Tuckman Model of Group Development
11
1 Forming
2 Storming3 Norming
Performing
Adjourning Tuckman, Bruce W. 1965. Developmental
Sequence in Small Groups.
Psychological Bulletin 63 (6)
12. Step Ladder Process
SAFETY
• Who
am I
TRUST
• Who are
you
GROUP
• Who are
we
GOALS
• What’s
our task
VISION
• Where
are we
going
12
(and sometimes we might
have to stop and rebuild)
13. Setting up teams for learning and
performance
13
Figure adapted from Hebenstreit, Karl. 2008. ―IPT Bldg. III -- Implementing IPTs -- An Action View.‖
http://wiki.nasa.gov/cm/wiki/?id=2726
14. Optimal Team Size
14
1 5 10 20
Team Size
(number of people)
Optimum
Team Size
Adapted from Hebenstreit, Karl. 2008. ―IPT Bldg. II -- Understanding IPTs -- A Systems View.‖
http://wiki.nasa.gov/cm/wiki/?id=2725#gen19
15. Team Size
Considerations
A useful source in
addition to this chart:
Hoegl, Martin. 2005.
―Smaller Teams–Better
Teamwork: How to
Keep Project Teams
Small.‖ Business
Horizons 48 (3): 209–
214.
15
Chart: McBurnie, Anton, and 3Circle Partners. Belbin North America. 2013.
―Fast Team Fundamentals: When It Comes To Teams – Size Matters!‖
http://www.3circlepartners.com/news/team-size-matters/
16. Roles People Play in Teams (Belbin)
1. Chair – coordinator: clarifies tasks, coordinates efforts, optimizes
team member talents
2. Shaper – motivated to get results; shapes and guides team
efforts
3. Plant – source of creativity and imagination; problem solver;
―idea person‖
4. Monitor–evaluator - objective analyst, critic, interpreter of ideas
and contributions
5. Company worker - turns decisions and strategies into tasks that
people can accomplish
6. Resource investigator – has many outside contacts; can obtain
ideas or information
7. Team worker – promotes unity and harmony; holds team
together; maintains consensus
8. Completer-finisher – worries about detail, deadlines and what
could go wrong
16
17. Exercise – Evaluating Team Character
□ Working by yourself:
□ Consider the ULS teams of which you are a member and
choose one to evaluate
□ Analyze the character of your team using the ―Team
Character Inventory‖ handout
□ Working at your tables:
□ Compare and discuss your personal findings
□ Select one factor from each Inventory category (Safety
and Trust, Group, Goals, Vision) that you feel is key to the
success of teams in the ULS
□ Of those four, select one to report out to the group
□ Report your choice and explain why you chose it
17
18. Subject of a post-workshop conversation?
18
TWO FLY-BY SLIDES BEFORE
LUNCH
19. Observing Group Roles (see handout)
19
Type of Role Examples
Task Roles Initiating
Information Seeking or Giving
Clarifying
Summarizing
Consensus Testing
Maintenance Roles Encouraging
Harmonizing
Expressing Group Feelings
Gate Keeping
Compromising/Negotiating
Norms Setting or Testing
Hindering Roles Dominating
Withdrawing
Avoiding, degrading
Side conversations, multitasking
20. More on people and teams – for
strategizing at another time
To team or not to team
□ Integrators – like relating to
people from other
departments – want to be
on team
□ Receptors – respect others
but don’t desire personal
relationships – good
contacts but not good
team members
□ Isolates – specialists who
want to work alone – better
as consultants than team
members
Difficult behaviors
□ Arguer – tries to cross others up,
quibbles, challenges
□ Attacker – personally attacks
others, creates destructive conflicts
□ Know-it-all – won’t listen and
resents being told; imposes
opinions on others
□ Gossip – introduces overheard info
and hearsay
□ Busybody – multitasks during
meeting, ducks in and out
□ Mouse – won’t speak up
□ Repeater – ax to grind
□ Wanderer – long winded, often off
track
20
21. LUNCH
21
11:45 – 12:15
Photo by: Blanche, Wil
Persistent URL:
arcweb.archives.gov/arc/action/ExternalIdSearch?id=549911
Repository: National Archives at College Park
Rights: Unrestricted
23. Team Kick-offs
23
Kickoff
Figure adapted from Hebenstreit, Karl. 2008. ―IPT Bldg. III -- Implementing IPTs -- An Action View.‖
http://wiki.nasa.gov/cm/wiki/?id=2726
24. □ Is a team approach best?
□ Mission, tasks, deliverables
(charter)
□ Resources, constraints,
timeline
□ Level of team authority
□ Membership
□ Team leader 24
Management: situational
assessment, scenarios, people
Team: Kick-off
meeting
Team is formed
□ Introductions
□ Big Picture
□ Vision and mission
(empowering)
□ Expectations
□ Tasks/deliverables
□ Timeline
□ Communications
requirements
□ Dependencies
□ Some kick-offs start with
a social event
□ Some kick-offs are offsite
TEAM KICK-OFF
MANAGEMENT ACTIONS
C
H
A
R
T
E
R
25. Apollo 13 Kick-off Meeting?
25
WATCH THE CLIP AND IDENTIFY:
Senior Management Actions Team Actions
--Situational assessment --First meeting
--Scenarios for success
--Assign people
26. Some ideas for kick-off meetings – warming
people up, orienting them
□ A lot depends on context, but maybe …
□ Food
□ Walk around / field trip
□ Pre-readings to discuss
□ Guest speaker
□ Brainstorming exercise (with post-its)—maybe goals
or stakeholders or …
□ Self-audit with group exercise of some kind
□ Lightning round (to get everyone to say something)
□ …
26
27. Dealing with Team Dysfunction
27
From:
Lencioni, Patrick. 2005.
―Overcoming the Five
Dysfunctions of a
Team.‖ Audio-Tech
Business Book
Summaries 14 (5).
28. Who do you trust?
28
Gallup. 2012. ―Honesty/Ethics in Professions.‖ December 3.
http://www.gallup.com/poll/1654/honesty-ethics-professions.aspx#1
85
70
58 53 52
38
24 21 19
11 10 8
Honesty/Ethics in Professions - Extract from Gallup
Poll, Nov 26-29, 2012
% Very high/High
Please tell me how you would
rate the honesty and ethical
standards of people in these
different fields—very high,
high, average, low or very
low?
30. Trust and Trustworthiness
□ Trust:
□ Strengthens
relationships
□ Sustains positive
change
□ Increases
effectiveness
□ Trustworthiness:
□ Your own and
others’ confidence
in your character
and competence
30
CHARACTER + COMPETENCE = TRUSTWORTHINESS
31. Character and Competence
□ Character:
□ True to your feelings,
values,
commitments
□ Expressing yourself
with courage and
consideration
□ Abundance
mentality
□ Competence:
□ Practical knowledge
and skills (incl.
communication)
□ Able to plan,
organize, forecast,
solve problems,
innovate…
□ Able to work
cooperatively with
others
31
32. Trust is Fragile – Handle with Care
Deposits
□ Clear expectations
□ Kindness, courtesy
□ Making/keeping
promises
□ Loyalty to the absent
□ Apologies
□ Accepting responsibility
□ Listening openly
□ Giving credit
Withdrawals
□ Unclear expectations
□ Unkindness, rudeness
□ Breaking promises,
underdelivering
□ Disloyalty, duplicity
□ Arrogance
□ Blaming others
□ Being defensive
□ Taking credit
32
33. Exercise – Trustworthiness Survey
1. Working by yourself, complete the
―Trustworthiness Survey‖ handout and circle
one or two items where you gave yourself a
lower score
2. Then on the back, complete the following
―personal workout‖ by jotting down for
yourself:
a. What specific ―deposits‖ will you make, when, to work on your trust
challenges?
b. Make a quick inventory of the promises/commitments you have made to
others. Ask yourself how you are doing on fulfilling them. If not as well as
you want, jot down ideas of what you can do in future to avoid
undelivered promises
33
36. An early team conversation
□ Pay particular attention to first meetings
□ What leaders do is more important than what they
say
□ Talk/brainstorm about ―how we will work together‖
to meet team purpose and goals. Possibly:
Starting and ending on time – Coming prepared – Having agendas -
Attendance, paying attention, multitasking during meetings -
Contributions (everyone does real work) – Results orientation
(everyone gets assignments and does them) – Making the team a
priority - Discussion (no sacred cows) – If you don’t understand, ask –
Don’t hesitate to disagree - Participate, don’t dominate – Don’t talk
over someone else – Actively listen – Evidence-based analysis -
Offering constructive criticism – No finger pointing - Have some fun!
36
37. Getting people to participate
□ Pay particular attention to
first meetings
□ Be patient
□ Gradual acceptance of
group norms will help, as
people feel safer
□ Early, interactive training
session will help
□ Use interactive approaches
that make it easy for all to
contribute
□ Encourage creative thinking
and use brainstorming
techniques
37
38. Building Your Team Interaction Tool Kit
(more handouts)
□ Brainstorming, brain-writing
□ Force field analysis – Explore factors
that support or hinder a change
□ Criteria analysis – generate criteria,
then use them to evaluate alternatives
□ Stakeholder analysis – Identifying those
affected by an upcoming change
□ So many more …
38
39. Creative Thinking
39
―Remember: every right idea is eventually
the wrong idea. Innovation means not only
generating new ideas, but escaping from
obsolete ones as well.‖—Roger Van Oech
40. Barriers to Creative
Thinking
Killer phrases:
―You can’t be serious‖
―It just won’t work here‖
―That sounds complicated‖
―We need more
background‖
―Who thought of that?‖
―Let’s think about that later.‖
Roadblocks:
Self-imposed barriers
Fear of appearing foolish
Conformity
Closed mindedness
No sense of humor
Evaluating too quickly
40
Photo by Neil Howard. CC-BY-NC
http://www.flickr.com/photos/neilsingapore/497645303/
41. "It is easier to tone down a wild idea than to
think up a new one."- Alex Osborn
□ Osborn’s four rules for brainstorming:
1. Defer judgment – withhold criticism – no
positive or negative judging during ideation
2. Free-wheel – be aware of barriers and
consciously suspend them
3. Quantity, then quality – four tons of ore for
one ounce of gold
4. Hitchhike – piggyback – during ideation,
suspend the notion of idea ownership
41
42. Team recognition: Celebrating success
42
Photo: US Air Force. CC-BY-NC
http://www.flickr.com/photos/usairforce/6927743582/
43. Recognizing and Celebrating
Teams
43
Examples –
Recognition for:
Leading subteams
―Extra mile‖ efforts
Speaking up
Hitting targets
Dashboards
SharePoint updates
Orchestrating events
Etc., etc.
44. Last exercise: Trying out brainstorming
at your tables
□ In what ways might
team success be
recognized and
rewarded?*
*Do not consider direct
monetary
compensation
1. Follow Osborn’s
four rules for
brainstorming (slide
41)
2. Group prizes for:
□ The most ideas
□ The wildest idea
□ The funniest idea
44
47. Outcomes – Paths to Personal Mastery
Learning Outcome Units
Understanding teams
Why use teams?
Types of teams
How teamwork develops
Team size
Roles people play in teams
Exercise
Leading teams
Team kickoffs
Dealing with five team dysfunctions
Trust and trustworthiness
Exercise
Working with teams
Establishing norms
Getting people to participate
Creative thinking
Exercise - Rewarding teams
47
48. Other References
□ Belbin, R. Meredith. 1981. Management teams: why
they succeed or fail. Oxford: Butterworth-
Heinemann.
□ Osborn, Alex Faickney. 1953. Applied Imagination:
Principles and Procedures of Creative Thinking.
Scribner.
□ Von Oech, Roger. 1990. A Whack on the Side of the
Head. New York: Warner Books.
48