Working in Teams in Teams
Dr. Ken Dr. Ken HaycockFebruary, 2007
Six Phases of ProjectSix Phases of Project
EnthusiasmEnthusiasm DisillusionmentDisillusionment PanicPanic Search for the guiltySearch for the guilty Punish the innocentPunish the innocent Praise and honor the non-participantsPraise and honor the non-participants
OverviewOverview
definitionsdefinitions criteria for successcriteria for success stages in team growthstages in team growth common problemscommon problems other considerationsother considerations
Learners retain…Learners retain…
10% of what we READ10% of what we READ
20% of what we HEAR20% of what we HEAR
30% of what we SEE30% of what we SEE
50% of what we SEE and HEAR50% of what we SEE and HEAR
70% of what we TALK OVER WITH OTHERS70% of what we TALK OVER WITH OTHERS
80% of what we USE AND DO IN REAL LIFE80% of what we USE AND DO IN REAL LIFE
95% of what we TEACH SOMEONE ELSE95% of what we TEACH SOMEONE ELSEMargaret Trask, AIMA Training and Consulting, National Library of Australia, From a paper presented at the IFLA Preconference Margaret Trask, AIMA Training and Consulting, National Library of Australia, From a paper presented at the IFLA Preconference
on Continuing Education, 1993.on Continuing Education, 1993.
DefinitionsDefinitions
committeecommittee groupgroup teamteam
Definition of TeamsDefinition of Teams
A team is a small number of peopleA team is a small number of people
with complementary skillswith complementary skills
who are committed to a common purpose, who are committed to a common purpose,
common performance goals and common performance goals and
a common approach, a common approach,
and for which they hold themselves and for which they hold themselves mutually accountable.mutually accountable.
Katzenbach, J. & Smith, D. (1993). The wisdom of teams. Harvard Business School Press.Katzenbach, J. & Smith, D. (1993). The wisdom of teams. Harvard Business School Press.
My Contribution…My Contribution…
What strengths do I bring to my team?What strengths do I bring to my team? What behaviours of other members of What behaviours of other members of
the team really “push my buttons”?the team really “push my buttons”? What are the implications for how we What are the implications for how we
work together?work together? How do I need to modify my preferences How do I need to modify my preferences
for the sake of team performance?for the sake of team performance?
Criteria for SuccessCriteria for Success
clarity in team goalsclarity in team goals clearly defined roles/responsibilitiesclearly defined roles/responsibilities established ground rulesestablished ground rules clear communicationclear communication beneficial team behaviorsbeneficial team behaviors balanced participationbalanced participation
Peter Scholtes et al. (1988). The team handbook. Joiner Associates.Peter Scholtes et al. (1988). The team handbook. Joiner Associates.
Criteria for SuccessCriteria for Success
well-defined decision procedureswell-defined decision procedures awareness of both content and processawareness of both content and process productive use of conflictproductive use of conflict use of evidence use of evidence
[scientific approach][scientific approach]
an improvement planan improvement plan
Peter Scholtes et al. (1988). The team handbook. Joiner Associates.Peter Scholtes et al. (1988). The team handbook. Joiner Associates.
Stages of Team DevelopmentStages of Team Development
STAGE 1: FormingSTAGE 1: Forming
STAGE 2: StormingSTAGE 2: Storming
STAGE 3: NormingSTAGE 3: Norming
STAGE 4: PerformingSTAGE 4: Performing
Peter Scholtes et al. (1988). The team handbook. Joiner Associates.Peter Scholtes et al. (1988). The team handbook. Joiner Associates.
Leading Team DevelopmentLeading Team Development
STAGE 1: STAGE 1: FormingForming
STAGE 2: STAGE 2: StormingStorming
STAGE 3: STAGE 3: NormingNorming
STAGE 4: STAGE 4: PerformingPerforming
Peter Scholtes et al. (1988). The team handbook. Peter Scholtes et al. (1988). The team handbook. Joiner Associates.Joiner Associates.
Characteristics Characteristics of Eachof Each
Typical Typical Behaviors to Behaviors to ExpectExpect
Action Action RequiredRequired
The Search for ClarityThe Search for Clarity
What will be our goals?What will be our goals? What are the characteristics of an What are the characteristics of an
effective team leader?effective team leader? What are the other roles and What are the other roles and
responsibilities in our team?responsibilities in our team? What will be our ground rules?What will be our ground rules? What will be the consequences for What will be the consequences for
noncompliance?noncompliance?
Common ProblemsCommon Problems
founderingfoundering overbearing participantsoverbearing participants dominating participantsdominating participants reluctant participantsreluctant participants feuding membersfeuding members
Peter Scholtes et al. (1988). The team handbook. Joiner Associates.Peter Scholtes et al. (1988). The team handbook. Joiner Associates.
Common ProblemsCommon Problems
attributionattribution wanderlust: digressions and tangentswanderlust: digressions and tangents discounts and “plops”discounts and “plops” unquestioned acceptance of opinion as factunquestioned acceptance of opinion as fact rush to accomplishmentrush to accomplishment
Peter Scholtes et al. (1988). The team handbook. Joiner Associates.Peter Scholtes et al. (1988). The team handbook. Joiner Associates.
Dysfunctional BehaviorsDysfunctional Behaviors
blockingblocking power-seekingpower-seeking recognition-seekingrecognition-seeking rejectingrejecting refusingrefusing clowningclowning
Managing ConflictManaging Conflict
decide if the conflict is worth confrontingdecide if the conflict is worth confronting Initiate the conflict in a non-defensive wayInitiate the conflict in a non-defensive way define the problem(identify specifics, listen, define the problem(identify specifics, listen,
agree to causes)agree to causes) generate feasible solution(s)generate feasible solution(s) plan the implementationplan the implementation plan an evaluationplan an evaluation
--Blanchard Training and Development--Blanchard Training and Development
Stages of Team DevelopmentStages of Team Development
STAGE 1: FormingSTAGE 1: Forming
STAGE 2: StormingSTAGE 2: Storming
STAGE 3: NormingSTAGE 3: Norming
STAGE 4: PerformingSTAGE 4: Performing
High PerformanceHigh Performance
PPurposeurpose EEmpowermentmpowerment RRelationship and Communicationelationship and Communication FFlexibilitylexibility OOptimal Performanceptimal Performance RRecognition and Appreciationecognition and Appreciation MMoraleorale
Team MeetingsTeam Meetings
so… why bother? so… why bother? planning/goals planning/goals roles/responsibilitiesroles/responsibilities logistics, ruleslogistics, rules assessmentassessment
In essence...In essence...
groups have patterns of developmentgroups have patterns of development development is not automaticdevelopment is not automatic groups can be normal or dysfunctionalgroups can be normal or dysfunctional healthy groups are the result of the positive healthy groups are the result of the positive
individual energy of motivated peopleindividual energy of motivated people group health is everyone's responsibilitygroup health is everyone's responsibility
--Blanchard Training and Development--Blanchard Training and Development
To your success...To your success...
characteristicscharacteristics criteriacriteria what to expectwhat to expect the processthe process monitor and adjustmonitor and adjust continuous improvementcontinuous improvement
More information?More information?Baldwin, D. & Migneault, R. (1996). Humanistic
management by teamwork: An organizational and administrative alternative for academic libraries. Englewood, CO: Libraries Unlimited.
Katzenbach, J. & Smith, D. (1993). The wisdom of teams. Cambridge: Harvard Business School Press.
Scholtes. P. et al. (1988). The team handbook: How to use teams to improve quality. Joiner Associates.
Wellins, R., Byham, W. & Dixon, G. (1994). Inside teams. San Francisco: Jossey-Bass.