[Type text] [Type text] [Type text] HAME502: Building High-Performing Teams Cornell UniversityCourse Project Part One: Diagnosing Your Team Instructions: In this project, you will outline strategic elements critical in leading your team. In doing so, you will map a plan for diagnosing the team’s needs, building collaboration, generating conflict, managing virtual team space, and finally, shifting your own leadership role. This plan will enable you to thoughtfully provide your team with the leadership it needs to perform at its highest levels. First, identify if the team is new or if you are new to the team. (Or alternatively, you and the team may have been working with one another for awhile. If so, think of your team as new all over again and try to look at it with fresh eyes.) Next, complete the appropriate chartin order to identify areas of development or needs for your team. If the team is new,engage (or reengage) your team in a discussion of its vision and mission. What is the desired future state and the overall purpose of your team? What does the organization need the team to accomplish? Identify members’ roles and responsibilities. Prepare between 3-5 long-term and short-term goals. Enter your results into Chart A. If you are new to the team, collect data. Interview at least five team members. Observe the team working. What do you notice? What is the work pattern? Based on your analysis of your data, identify and discuss between 3-5 actions/behaviors that the team needs from you.Enter your results into Chart B. Chart A: Building Your Team when the team is new Team Goals With your team, identify what your organization needs your team to accomplish. Outline 3-5 of your short-term and long-term goals here. Member Roles & Responsibilities Identify key roles and responsibilities that will achieve and support your team in reaching your goals. List these roles and state who will be responsible for each. If you have completed Chart A, you have completed part one of your course project. You do not need to complete Chart B. Chart B: Building Your Team when you are new to your team Interview Findings After interviewing five members of your team, summarize your findings based on each category below: What actions or processes are working well? What actions or processes can be improved? Overall, how effective do they think your team is? Observations of Team After observing your team working, what do you notice? What work patterns can you identify? Recommendations Based on your findings, identify 3-5 recommendations you have for your team. Outline how you will or have communicated these recommendations. 1. 2. 3. 4. 5. Part Two: Building Collaboration Instructions: In this module, we put the lens on you to consider both how your team members act and interact, as well as how you engage your team. For part two of your project, map a plan for how you want to engage with your team, moving forward. Prepare a list of id ...

1. [Type text] [Type text] [Type text]
HAME502: Building High-Performing Teams
Cornell UniversityCourse Project
Part One: Diagnosing Your Team
Instructions:
In this project, you will outline strategic elements critical in
leading your team. In doing so, you will map a plan for
diagnosing the team’s needs, building collaboration, generating
conflict, managing virtual team space, and finally, shifting your
own leadership role. This plan will enable you to thoughtfully
provide your team with the leadership it needs to perform at its
highest levels.
First, identify if the team is new or if you are new to the team.
(Or alternatively, you and the team may have been working with
one another for awhile. If so, think of your team as new all over
again and try to look at it with fresh eyes.) Next, complete the
appropriate chartin order to identify areas of development or
needs for your team.
If the team is new,engage (or reengage) your team in a
discussion of its vision and mission. What is the desired future
state and the overall purpose of your team? What does the
organization need the team to accomplish? Identify members’
roles and responsibilities. Prepare between 3-5 long-term and
short-term goals. Enter your results into Chart A.
If you are new to the team, collect data. Interview at least five
team members. Observe the team working. What do you notice?
What is the work pattern? Based on your analysis of your data,
identify and discuss between 3-5 actions/behaviors that the team
needs from you.Enter your results into Chart B.

2. Chart A: Building Your Team
when the team is new
Team Goals
With your team, identify what your organization needs your
team to accomplish. Outline 3-5 of your short-term and long-
term goals here.
Member Roles & Responsibilities
Identify key roles and responsibilities that will achieve and
support your team in reaching your goals. List these roles and
state who will be responsible for each.
If you have completed Chart A, you have completed part one of
your course project. You do not need to complete Chart B.
Chart B: Building Your Team
when you are new to your team
Interview Findings
After interviewing five members of your team, summarize your
findings based on each category below:
What actions or processes are working well?
What actions or processes can be improved?
Overall, how effective do they think your team is?
Observations of Team
After observing your team working, what do you notice? What
work patterns can you identify?

3. Recommendations
Based on your findings, identify 3-5 recommendations you have
for your team. Outline how you will or have communicated
these recommendations.
1.
2.
3.
4.
5.
Part Two: Building Collaboration
Instructions:
In this module, we put the lens on you to consider both how
your team members act and interact, as well as how you engage
your team.
For part two of your project, map a plan for how you want to
engage with your team, moving forward. Prepare a list of ideas
that answers the following questions:
1. What is your goal as leader? Ideally, what type of team
leader would you like/plan to be and why?
2. How do you plan to authentically connect with individual

4. team members, including how often and in what setting?
3. How do you plan to increase collaboration and engagement
within the team through how you model engaging behaviors and
guide, both the entire team and individual members?
4. How do you plan to keep your boss apprised of team progress
and represent your team to him or her?
Present Your Idea List
Enter your ideas in the grid below.
Idea 1
What is your goal as leader? Ideally, what type of team leader
would you like/plan to be and why?
Idea 2
How do you plan to authentically connect with individual team
members, including how often and in what setting?
Idea 3
How do you plan to increase collaboration and engagement
within the team through how you model engaging behaviors and
guide, both the entire team and individual members?
Idea 4
How do you plan to keep your boss apprised of team progress
and represent your team to him or her?
Part Three: Utilizing Conflict to Develop Your Team
Instructions:
Generating functional conflict can prevent your team from
becoming stagnant and promote growth and innovation. It is

5. essential to the vitality of your team. In this part of your
project, you will outline a plan of action to develop your team
using functional or healthy conflict. In doing so, you need to
assess the dynamics of your team, establish ground rules,
thenguide how your team members interact with one another.
1. Identify a situation your team consistently handles the same
way that may be too detailed, outdated, or in need of
improvement.
2. Assess the power dynamics and trust level of your team.
3. Set ground rules to (re)balance the power dynamics and
promote a trusting environment.
4. Define your goals and clearly communicate your expectations
to your team.
5. Communicate as a group until you either reach consensus or
an agreed-upon target.
Functional Conflict Action Plan
Complete the grid below.
Identify a Situation (a routine practice or process that you think
could be improved or should be evaluated)
Do you have a process that has been in place for a long time?
When questioned why things are done a certain way, do people
respond by saying, “We’ve always done it this way”? Note the
process here.
Assess Power and Trust (recognize the role these play and the
current impact on your team)
Where does your opinion fall? Does it carry more weight than
others? How about your team members?
How invested are some in the identified situation? Do some
team members have more knowledge or experience with this?

6. How would you describe the trust level of your team? How do
those with more power respond to questions or information they
disagree with?
Set Ground Rules (establish guidelines for communication and
timing with everyone)
How will the team discuss ideas (e.g., through brainstorming,
round-table format, facilitated)? Can more than one approach be
used? Who determines this?
How long will your discussion be? Will you allow breaks or
time out when needed? Who is in charge of timing decisions?
Can members come and go as needed?
Define Goals (be clear about the goal of the meeting and what
outcomes you expect)
What do you need to accomplish in the meeting? Are you
looking to make a specific change? Do you expect the team to
challenge existing processes? Are you more focused on sparking
greater collaboration on the team?
Communicate and Reach Consensus (conduct your meeting or
session and continue to work together as a team until you reach
consensus)
What is the goal of the meeting? What steps will you take to
reach consensus? Can you have multiple meetings? Who decides
when you have reached consensus? Will you accept anything
other than consensus or consider reassessing the goal if needed?
Regarding the situation identified, what purpose does it serve?

7. Who benefits? How? Should it continue?
When does it occur? Should the purpose change? If so, how can
the process or practice be changed to better support the end
goal?
Part Four: Managing Virtual Teams
Instructions:
As organizations evolve, the option or possibility of work in a
virtual environment is ever increasing. So, it’s important to
recognize the differences in how this work can be done. Even
those of you who don’t currently oversee a team virtually may
have to in the future.
When some or all of the members of your team work remotely,
you must take steps to build a connection with them. You must
do so in a way that recognizes and accommodates their virtual
environment.
In this part of your project, imagine that you are hiring new
team members that will work from their homes. To ensure these
employeesare productive and engaged with the rest of your team
from the start, your boss has asked you to submit a memo to
her. You are to:
1. Outline the steps you will take to promote interactions with
and among your team.
2. Specify actions you will take to support virtual team

8. meetings.
3. Create a list of 3-5 recommendations outlining how you and
your team will communicate and interact with virtualteam
members.
Memo to Your Boss
Recommendations to promote positive onboarding and team
engagement
Team Interactions
What steps will you take to promote interactions between these
team members and your other staff? How will you build
relationships?
Team Meetings
How will you include virtual members in team meetings? What
resources will you use to support your efforts here?
Recommendations
State 3-5 recommendations you have for you team.
1.
2.
3.
4.
5.

9. Part Five: Shifting Leadership Roles
Instructions:
Moving from a tactical to a more strategic approach requires
collaboration. You must give your team the opportunity to make
decisions and share responsibility. In this part of your course
project, you are to identify a problem that your team can
address (with or without your involvement).
1. Identify an improvement in your processesthat your team can
address, ideally with members stepping up and sharing decision-
making roles.
2. Describe between 2-4 of the strategies or approaches from
this course that you will apply to develop your team and/or team
members as you build their collaborative and conflict skills.
3. List the steps you will need to take to implement the
strategies identified above.
4. Outline a timeline of events with specific target dates,
including next month and quarter.
5. Describe how you will measure results or demonstrate the
positive impact of the solution.
Action Plan for Shifting Leadership Roles
Recommendations to promote positive onboarding and team
engagement
Key business problem
Identify a business problem or change within your organization
that your team may be able to address. Briefly describe it here.
Strategies

10. What performance management strategies will you use to
address this problem or manage this change?
Steps
What specific steps will you take to put those strategies into
action? What will you do personally? What will others on your
team need to do?
Timeline
What will you or your team do in the next month? What will
you have completed over the next quarter? Outline a timeline
with specific target dates.
Measurement/ Results
How will you measure your results or demonstrate that your
solution has had a positive impact?
To submit this assignment, please refer to the instructions in the
course.
9

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Title of the Paper in Full Goes Here
Student Name Here
Washington University of Virginia
Abstract
Abstracts are not required for all course papers. Please ask
your instructor if you have questions regarding whether an
abstract is required for a particular assignment.
Title of the Paper in Full Goes Here
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References
(Please note that the following references are intended as
examples only.)
Alexander, G., & Bonaparte, N. (2008). My way or the highway
that I built. Ancient Dictators, 25(7), 14-31.
doi:10.8220/CTCE.52.1.23-91
Babar, E. (2007). The art of being a French elephant.
Adventurous Cartoon Animals,19, 4319-4392. Retrieved from
http://www.elephants104.ace.org
Bumstead, D. (2009). The essentials: Sandwiches and sleep.
Journals of Famous Loafers, 5, 565-582.
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Hansel, G., & Gretel, D. (1973). Candied houses and unfriendly
occupants. Thousand Oaks, CA: Fairy Tale Publishing.
Hera, J. (2008). Why Paris was wrong. Journal of Greek
Goddess Sore Spots, 20(4), 19-21. doi: 15.555/GGE.64.1.76-82
Laureate Education, Inc. (Producer). (2007). How to cite a
video: The city is always Baltimore [DVD]. Baltimore, MD:
Author.
Laureate Education, Inc. (Producer). (2010). Name of program
[Video webcast]. Retrieved from http://www.courseurl.com
Sinatra, F. (2008). Zing! Went the strings of my heart. Making
Good Songs Great, 18(3), 31-22. Retrieved from
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15. Smasfaldi, H., Wareumph, I., Aeoli, Q., Rickies, F., Furoush,
P., Aaegrade, V., … Fiiel, B. (2005). The art of correcting
surname mispronunciation. New York, NY: Supportive
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White, S., & Red, R. (2001). Stop and smell the what now?
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Retrieved from University of Wooded Glen, Center for
Aesthetic Improvements in Fairy Tales website:
http://www.uwg.caift/~40_921.pdf
Pick a Venture backed business:
Research and present the following information
1. Company origin story: Founders and how they started the
company.
2. List of Venture Capital investments that were made to the
company including Seed, Series A, Series B, Series C, etc.
3. Revenue model for the company.
4. Data on how much Revenue the company is making. If you
cannot find Revenue information, share information on how the
company is performing. The key is to use success Metric even if
it is not cash or revenue.
5. Current state of the company in the products and/or services
that they are providing
6. Bonus: The company’s future plans
5 Page Paper, 12 point font, Times New Roman, APA Format
(not including cover page or bibliography). Graphics also do not
apply to the page count.
8 Slide Power Point Presentation