group development report
DESCRIPTION
This presentation describes the group development process for Valuenture Group. Several tools are used to uncover facts about member's perception on team-working results and processes. This presentation is an excellent example for describing the group dynamics. This presentation is done as part of assignment for the course title Leadership for Operational Development offered at KTH, Campus Telge, Sodertalje, Sweden.TRANSCRIPT
Page 1
Group Development Report
Valuenture Team
Royal Institute of Technology (KTH)March. 2010
Value On Future
Page 2
AGENDA
•Introduction
•Team members profiles
•Methodology
•Models FIRO
•Kurt – Lewin
•Conclusion / Editor’s opinion
Page 3 Marketing Plan for the Internationalization of KTH
Personal Information: Fatma Tuncer (Leader), 23, From Turkey Educational Background: B.Sc. In Electrical Engineering International Experience: 1 YearTeam-work Experience: Study groups
Personal Information: Mansour Hajbagheri (Editor), 25, From Iran Educational Background: B.Sc. In Industrial Engineering M.Sc. In Industrial Management International Experience: 3 YearsTeam-work Experience: 6 month working experience , Study groups
Personal Information: Gizem Oral, 22, From Turkey Educational Background: B.Sc. In Mechanical Engineering International Experience: 1.5 YearTeam-work Experience: Study groups
Personal Information: Inaki Garcia Sanz, 24, From Spain Educational Background: B.Sc. In Industrial Electronics M.Sc. In Automatic Control & Electronics International Experience: 1.5 YearsTeam-work Experience: Study projects , Study groups
Page 4
Cohesiveness
Ambitious
Interactive
Ground Rules
Thoroughness
Cohesiveness
Honesty
Trust
Conflicts
Diversity
Page 5
INTRODUCTION
Goal of this study• Learn why and how our group has
changed over time.
Means• Patterns of change and continuity over
time.
Page 6
Brainstorming
Interactive discussions in group meetings
Questionnaire
Filling out forms
METHODOLOGIES
Page 7
FIRO MODEL - OVERVIEW
Page 8
FIRO MODEL - GENERIC OVERVIEW
Control
Openness
Inclusion
COMFORT
ID
YL
L
INIT
IAL
Generic current situation within the model
Commonlydesired position
Page 9
FIRO MODEL - VALUENTURE
• Familiar team members
• Ground rules contract
• Leader election
• Easy role positioning within the group
• Fast stage transition
Page 10
FIRO MODEL - VALUENTURE
• Brief happiness and comfort
• Quickly overcome stage
Page 11
FIRO MODEL - VALUENTURE
• Different positions regarding:
authority, power and control
• Confrontation and problem stage
• Expectations
• Culture
• Communication
• Slow transition and forward
backward movements
Page 12
FIRO MODEL - VALUENTURE
• Omitted stage
• Previous relationship
• Long duration of control
phase
• Constant forward and
backward movements
Page 13
FIRO MODEL - VALUENTURE
• Different interactions and relationships
• Close
• Respectful but distant
• The common goal forced the team to enter
in the stage but not the natural
performance
• Backward movements to control stage
• Different perception of the achieved
position
Page 14
FIRO MODEL OVERVIEW - VALUENTURE
Control
Openness
Inclusion
COMFORT
ID
YL
L
INIT
IAL
Valuenture’s situation within the model
Perceptions of the final situation of Valuenture
Page 15
CURRENT SITUATIONDriving Forces
Different Backgrounds (Educational)
Common Interests
Friendship
Goal Clarity
Availability
Leadership
Commitment
Restraining Forces
Different Backround (Cultural)
Language barrier
Friendship
Role Clarity
Priorities
KURT-LEWIN MODEL
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DESIRED POSITION
Driving Forces:
Different Backgrounds (Educational)
Common Interests
Friendship
Goal Clarity
Availability
Leadership
Commitment
DESIRED POSITION
Keeping Current
Driving Forces
Different Backgrounds
Common InterestsFriendship Goal ClarityAvailabilityLeadership Commitment
Creating New Driving Forces
•Rewards•To be more tolerant
•Interaction with other groups
•More support from professor
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ReducingCurrentRestrainingForces
DESIRED POSITION
FriendshipRole ClarityPriorities
Page 18
CONCLUSIONS
For us, solely achievement of
goals is not success.
How we achieve these goals
is also of great importance.
Page 19
Formal Team Roles:
Leader
Editor
Meeting Facilitator
Recorder
Informal Team Roles:
Voice of reason
Energizer
Fact finder
Consensus builder
Tension breaker
Devil’s advocates
CONCLUSIONS
Page 20
CONCLUSIONS
Clarifythe issue
Define theproblem
Planfor
change
Selectthe best
Assess/Analyze
Considersolutions
Followup
Conflict Management
Styles:
Cooperative Problem
Solving Competing
Compromising
Avoiding
Accommodating
Page 21
CONCLUSIONSLeadership Style:
Maturity: the ability + willingness to
take responsibility for directing own
behavior.
Participating , Delegating
Contingency Approach
Perceived Vs. Exercised Style
Page 22
We are Happy!
But we can be happier!
So, let’s go for ...?
Excellence !!!
Page 23
Thank you