Session 4 Session 4

February 19, 2014

Sharon McDermottBeth Papiano

Agenda

Treasure huntStages of team development

Issue resolution model and practice

Pioneer Museum Treasure HuntFind your partnerGo to Waldo Canyon DisplayFind the answers to your question

Come back to the room and be prepared to share your findings with the group

Team DynamicsTeam Dynamics

February 19, 2014

Sharon McDermottBeth Papiano

No one can whistle a symphony.

It takes an orchestra to play it.

Halford E. Luccock

Project Management Model

Developm

entA

sses

smen

t

Outcomes

Understand the stages of team development and accelerate progress

Develop skills to provide feedback and resolve issues

What’s a team?

Why Work in Teams?

Why Work in Teams?

1. Higher productivity2. Better decisions3. Nice team shirts4. Better able to address complex

issues5. Increased involvement6. Knowledge sharing7. Innovation8. Grow and learn together

Top Ten Reasons Teams Fail

Top Ten Reasons Teams Fail

1. Lack of a sufficient charter2. Inability to decide what constitutes a

collective work project

3. Lack of mutual accountability4. Lack of resources5. Lack of effective leadership6. Lack of operating guidelines and norms7. Lack of planning8. Lack of management support9. Inability to deal with conflict10. Lack of training

• Collection of Individuals: individuals versus group goals, resistant to change, don’t share responsibility

• Groups: tend to be leader centered

• Teams: building blocks in place (goals, roles, procedures and relationships); members feel empowered, take personal responsibility, communicate authentically and have a “can do” spirit

• High Performance Teams: share responsibility, purpose-centered, high communication, future and results focused, fully leverage individual talents, identify and proactively seize opportunities

Stages of team growth

Stages of Team DevelopmentFormingStormingNormingPerforming

FormingComfortable; on our best

behaviorFiguring out where I fitAvoid controversy and conflictCreating impressions and taking

in informationNeed

◦Direction and structure from leader◦Agreement on goals, roles, processes◦Build trust

Storming

Necessary and uncomfortableArguments may occurTrust is built in sub-groupsNeed

◦Tolerance and patience◦Work interpersonal issues 1:1◦Address issues and move forward◦May modify team agreements

Norming

Mutual accountabilityCollaboration and win-win decisions Shared leadershipMutual respect, trust and relationships

developedNeed

◦Problem solving◦Focus on big goal◦Assessment – what we do well, do

differently, what did we learn

Performing

Motivated and knowledgeableHigh level of trust and commitment

Need◦Celebration◦Add stretching goals◦Learn from mistakes process

Giving Feedback and Issue Resolution

Two types of feedbackTwo types of feedback

RecognitionImprovement / issue resolution

◦ Relationships◦ Increase results◦ Show blind spots◦ Seek solutions

RecognitionRecognition

Timely, the sooner the betterPublic or privateBe clear and mean it

Catch people doing things right

Improvement feedbackImprovement feedback

Is a gift . . .

To the recipient . . .

And YOU!

Feedback - A Conscious Feedback - A Conscious ChoiceChoice

When you’re too angry or upset to give (or receive) feedback in a respectful way.

When you just want to “dump” your feelings and you’re not interested in building relationship.

When the setting or time available doesn’t provide an opportunity for a meaningful exchange.

When you notice a teammate has accomplished a goal successfully, or that his or her work has really supported the team effort.

When you’re concerned that a teammate’s behavior or performance is impeding the progress of the team.

When something a teammate is doing has an impact on you personally and inhibits building a trusting relationship.

When Not to Initiate Feedback When to Initiate Feedback

Explain Consequences

•Share Intentions

•Describe Choices

Issue Resolution Model

Clarify Your Thinking•Recognize at this point, you own the issue•Create a SMART goal for your discussion•Know what appropriate actions you can take

Request Buy-in

Open the Discussion

“I need your help with an issue that affects both of us”

“Can we discuss it now? If not—when?”

“This involves my perception of what is happening on…issue. Let me give you the specifics.”

“So, what you’re saying is...”“And what you’re feeling is…”“Have I understood you correctly?”

“Are we in agreement on the issue?”

“Is there anything else?”

“What ideas do you have to resolve this issue?”

Share Your Perceptions

Ask forTheir Reality

EmpatheticallyHear Their

Reality

Test forUnderstanding

Request SmartGoal Buy-in

Explore Options

Plan action / next steps

“What and when are the next steps?”

Take Appropriate

Action

Schedule follow-up meeting

“May I share some of my ideas?

“Which of these options are you willing to implement?

“Now that you know how this issue appears to me, help me understand how it looks to you.”

Let’s PLAY! Let’s PLAY!

Comments on everything I sayGoes on a tangentInterrupts meProvides too many detailsRolls eyes, makes faces when I

am talkingDoesn’t listen to meComplains a lotWants things her way

Issue Resolution PracticeIssue Resolution Practice

Giver

Receiver

• Choose a scenario or a real life situation to resolve• Practice resolving the issue using the model

• Play the part of the person to whom the giver will give feedback.

Observer

• Timekeeper, observe and take notes, facilitate the debrief

DebriefDebriefWhat did you learn? Any ah-ha

moments?What was easy? What was hard?Who can you use the model with?How will you use this information

within your team?How can you use your learning

style knowledge (the EGG) in the conversation?