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Courage is what it takes to stand upand speak. Courage is also what ittakes to sit down and listen.

Sir Winston Churchill

TEAM MANAGEMENTGETTING GOING

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TEAM MANAGEMENTLESSON OBJECTIVES

KNOW THE IMPORTANCE OF WELL-MANAGED CONFLICT

UNDERSTAND KEY CAUSES OF CONFLICT

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TEAM MANAGEMENTOVERVIEW

TEAM STAKEHOLDERS MEETINGS, BLOODY MEETINGS VALUING CONFLICT PERSONALIZING CONFLICT CONFLICT AND TEAMS COMMON CAUSES

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TEAM MANAGEMENTMANAGERIAL CHALLENGES

PROVIDE SCOPE OF PROBLEM PROPERLY FORM TEAM ENSURE TEAM AND ORG ALIGNMENT ASSIST IN COMMUNICATION REVIEW TEAM’s PLAN AND PROGRESS

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TEAM MANAGEMENTEFFECTIVE CHANGE

ASK OTHERS’ OPINIONS UNDERSTAND THE REAL NEED “IF YOU ALWAYS DO WHAT YOU’VE

ALWAYS DONE, YOU’LL ALWAYS GET WHAT YOU’VE ALWAYS GOT”

LISTEN MORE AND SPEAK LESS

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TEAM MANAGEMENTPRE-TEAM FORMATION

“PLUG” INTO INFORMAL NETWORKS FIND “MOMENTUM” ISSUES KNOW WHAT MAKES PEOPLE

“PASSIONATE” BE RESPONSIVE TO OTHERS

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TEAM MANAGEMENTMANAGERIAL INPUT

ESTABLISH CORE VALUES - RULES OF ENGAGEMENT

GOALS AND OBJECTIVES- DETAILS ARE OPEN

ARBITRATION - ACCOUNTABILITY v. DEMOCRACY

RECOGNITION - BALANCE INDIVIDUAL v. GROUP

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*TEAM MANAGEMENT*TEAM ROLES - 1

PROCESS OWNER - ACCOUNTABLE FOR PROCESS OUTCOMES

- AUTHORITY TO CHANGE PROCESS TEAM LEADER -

EMPOWERED BY PROCESS OWNER TO ASSEMBLE AND GUIDE TEAM -

ORGANIZES AND CONDUCTS MEETINGS - COORDINATES BETWEEN TEAM, PROCESS

OWNER, & FACILITATOR- ACCOUNTABLE FOR TEAM PROCESS

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*TEAM MANAGEMENT*TEAM ROLES - 2

FACILITATOR- COACH, ADVISOR, TEACHER, & CHAMPION- KEEPS TEAM FOCUSED ON PROCESS OF IMPROVING A SPECIFIC PROCESS - ADVISES LEADER ON TEAM DYNAMIC

TEAM MEMBER - FUNCTIONAL AREA SKILLS/EXPERIENCE - PROVIDE SKILLED LABOR TO WORK

PROCESS IMPROVEMENT DETAILS

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TEAM MANAGEMENTTEAM ROLES - 3

TIMEKEEPER– TRACK PLANNED TIME– “2-MINUTE WARNING”

NOTETAKER/SCRIBE– SUMMARIZE KEY POINTS DURING AND

AFTER MEETING– PREPARE MINUTES

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TEAM MANAGEMENTMANAGERIAL CHALLENGES

DEGREE OF STRUCTURE– SEEN BEFORE OR FIRST-TIMERS?

ORGANIZATIONAL LEVEL– STRATEGIC OR TACTICAL/OPERATIONAL?

TIME DEMANDS– CRISIS OR PLANNING?

QUALITY OR ACCEPTANCE– PERSONAL OR EXTERNAL

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*TEAM MANAGEMENT*TEAM MANAGEMENT - 1

CRITICAL MEETING PLANNING ITEMS- PURPOSE: WHAT TO ACCOMPLISH

- AGENDA: LIST OF TASKS TO ACHIEVE PURPOSE

- TIME: DAY AND CLOCK TIME MOST EFFECTIVE FOR ACCOMPLISHING TASKS AND ACHIEVING PURPOSE

RESPONSIBILITY OF TEAM LEADER - STICK TO THE AGENDA AND STAY ON

TIME

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TEAM MANAGEMENTMTG MGT- 2 (AGENDA)

TOPIC/ITEM SPEAKER TIME ACTION

Mtg Minutes Joe 2 minApprove

Plan Review Jan 5 minInfo

New Rules Pete 20 min Discuss

Survey Mary 30 min Create

Wrap-up Joe 2 min Info

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TEAM MANAGEMENTEVALUATING PROGRESS

PACE AND FLOW OF MEETINGS “STICKING” POINTS “SHARING THE AIR” RELATIONSHIP HEALTH THINGS THAT WORK THINGS THAT DON’T ONE THING BETTER NEXT TIME

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TEAM MANAGEMENTMEETING BEHAVIORS

STATE KEY OBJECTIVE(s) LISTEN MORE AND SPEAK LESS CONTINUOUS FEEDBACK REDUCE TANGENTS CONSENSE PERIODICALLY PREVIEW NEXT STEPS

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*TEAM MANAGEMENT*DECISION TECHNIQUE - 1

BRAINSTORMING– “CLEAN SHEET”– EVERYONE PARTICIPATES– NO “BAD” IDEAS– NO DISCUSSION– HITCHHIKE ON IDEAS

CREATIVE VARIATIONS

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*TEAM MANAGEMENT*DECISION TECHNIQUE - 2

MULTIVOTING AND NOMINAL GROUP TECHNIQUE– USES BRAINSTORMED LIST– DIVIDE BY “3”– EACH PERSON GETS SAME # VOTES– KEEP DIVIDING AND PARING LIST– FINALIZE “TOP 3” IDEAS

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*TEAM MANAGEMENT*CONSENSUS v. COMPROMISE

COMPROMISE- SOMEONE OR ELEMENT ON TEAM GIVES

IN ON AN ISSUE; GIVING UP- WIN-LOSE PROPOSITION

CONSENSUS- ESTABLISHING “MIDDLE GROUND”

SUPPORTED BY ALL TEAM MEMBERS- DOESN’T ENSURE TOTAL

SATISFACTION- REQUIRES TIME, PARTICIPATION, &

FEEDBACK: WIN-WIN SCENARIO

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TEAM MANAGEMENTVALUE OF CONFLICT

TOO MUCH AGREEMENT– GROUPTHINK: NARROW FOCUS OF OPTIONS

OVERCOME COMPLACENCY IMPROVES CREATIVITY MAINTAINS INTEGRITY EXPANDS HORIZONS

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TEAM MANAGEMENTCOMMON PROBLEMS

FLOUNDERING OVERBEARING/

DOMINATING PARTICIPANTS

RELUCTANT PARTICIPANTS

OPINION AS FACT

RUSH TO DECISION

ATTRIBUTION TANGENTS FEUDS DISCOUNTED

IDEAS

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TEAM MANAGEMENTRESPONDING TO CONFLICT

AVOIDING: LITTLE PAYOFF SMOOTHING: RELATIONSHIP OVER DECISIONS FORCING: “STRONG-ARMING” COMPROMISING: GIVE AND TAKE PROBLEM SOLVING: ROBUST APPROACH

– NON-JUDGMENTAL LANGUAGE– CLARIFY KEY ISSUES– LISTENING TO UNDERSTAND– RESTATING KEY ISSUES– ACCEPTING “MULTIPLE REALITIES”

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TEAM MANAGEMENTMANAGING GROUP DISPUTES

ANTICIPATE PROBLEMS ARE OUT THERE– DIFFERENCE b/w GROUP AND TEAM

FOCUS ON PROBLEM NOT PEOPLE– TEAM ACCOUNTABILITY

RESPOND ACCORDINGLY– BALANCE OVER/UNDER REACTION

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*TEAM MANAGEMENT*PROGRESSIVE

INTERVENTIONS

DO NOTHING (NON-INTERVENTION) OFF-LINE CONVERSATION (MINIMAL

INTERVENTION) IMPERSONAL GROUP TIME (LOW) OFF-LINE CONFRONTATION (MEDIUM) IN-GROUP CONFRONTATION (HIGH) EXPULSION (LAST RESORT!)

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TEAM MANAGEMENTSUMMARY

TEAM STAKEHOLDERS MEETINGS, BLOODY MEETINGS VALUING CONFLICT PERSONALIZING CONFLICT CONFLICT AND TEAMS COMMON CAUSES

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TEAM MANAGEMENTA SIMPLE STRATEGY

“MY FIRST MESSAGE IS: LISTEN, LISTEN, LISTEN TO THE PEOPLE WHO DO THE WORK!”

H. ROSS PEROT