Why Teams?Why Teams?

TeamsTeams

Outperform individuals acting Outperform individuals acting alone or in groupsalone or in groups

Often necessary to lead deep Often necessary to lead deep and lasting organizational and lasting organizational changechange

DefinitionDefinition

A team is a small number of A team is a small number of people with complementary skills people with complementary skills who are committed to a common who are committed to a common purpose, set of performance purpose, set of performance goals, and approach for which goals, and approach for which they hold themselves mutually they hold themselves mutually accountableaccountable

Katzenbach and Smith, 1993Katzenbach and Smith, 1993

TeamworkTeamwork

Represents a set of values that Represents a set of values that encourage listening and responding encourage listening and responding constructively to views expressed by constructively to views expressed by others, giving others the benefit of the others, giving others the benefit of the doubt, providing support, and doubt, providing support, and recognizing the interests and recognizing the interests and achievementsachievements

Requires both individual and mutual Requires both individual and mutual accountabilityaccountability

Results:Results:

Collective Work ProductsCollective Work Products

What two or more members What two or more members must work on togethermust work on together

– Reflects the joint, real Reflects the joint, real contribution of team members.contribution of team members.

Groups vs. TeamsGroups vs. TeamsGroupsGroups TeamsTeams

MembersMembers IndependentIndependent InterdependeInterdependentnt

GoalsGoals Individual/Individual/groupgroup

MutualMutual

Cognizance Cognizance of of membershipmembership

Individual may Individual may not knownot know

Individuals Individuals knowknow

LeadershipLeadership Identified n=1Identified n=1 SharedShared

ProductsProducts IndividualIndividual CollectiveCollective

RewardReward IndividualIndividual CollectiveCollective

ConflictConflict ReactiveReactive ExpectedExpected

Essential Elements Essential Elements of Teamsof Teams

1.1. StructureStructure2.2. Administrative leadershipAdministrative leadership3.3. Shared valuesShared values4.4. Positive interpersonal Positive interpersonal

relationshipsrelationships5.5. Teamwork skillsTeamwork skills6.6. Measure progress (or lack of)Measure progress (or lack of)

• Process and outcomeProcess and outcome

Stages of Team Stages of Team DevelopmentDevelopment

FormingForming– AcquaintanceAcquaintance

StormingStorming– Trial and error; group indecisionTrial and error; group indecision

NormingNorming– Critical change and resolutionCritical change and resolution– Commitment to teamworkCommitment to teamwork

PerformingPerforming– Team maintenance Team maintenance – Recognize interrelationshipsRecognize interrelationships

Advantage/DisadvantageAdvantage/Disadvantage

Potential for superior Potential for superior work products work products

Teams offer more Teams offer more room for growthroom for growth

Builds organizational Builds organizational commitment and commitment and unityunity

Powerful tool for Powerful tool for leading changeleading change

Require more Require more time,energy, time,energy, disciplinediscipline

Not for everyoneNot for everyone

Members must pull Members must pull their own weighttheir own weight

Resistance or Resistance or resentment for resentment for not honoring not honoring hierarchical hierarchical structurestructure

Working as teams:Working as teams:

An opportunity to experience An opportunity to experience teamwork firsthandteamwork firsthand

The Team Process:The Team Process:

Helping to create high Helping to create high or “or “higherhigher” ”

performing teamsperforming teams

Differences Between Differences Between Teams and CommitteesTeams and Committees

Leadership is sharedLeadership is shared– Team leaders provide organization Team leaders provide organization

and facilitationand facilitation– Other team members assume leader Other team members assume leader

role as appropriaterole as appropriate

Teams use of the Teams use of the consensus consensus modelmodel for decision making for decision making

Consensus is a Process for Consensus is a Process for Group Decision-MakingGroup Decision-Making

A method by which an entire A method by which an entire group (team) of people can come group (team) of people can come to agreement to agreement

Input and ideas of all participants Input and ideas of all participants synthesized to arrive at a final synthesized to arrive at a final decision acceptable to alldecision acceptable to all

Through the Through the Consensus ProcessConsensus Process

Teams:Teams: Work to achieve better solutions Work to achieve better solutions

Work to promote the growth of Work to promote the growth of community and trustcommunity and trust

Consensus vs. VotingConsensus vs. Voting

Voting is a means by which we Voting is a means by which we choose one alternative from choose one alternative from severalseveral

Consensus is a process of Consensus is a process of synthesizing many diverse synthesizing many diverse elements together elements together

Voting is a Win or Voting is a Win or Lose ModelLose Model

More often concerned with the numbers More often concerned with the numbers it takes to "win" than with the issue itselfit takes to "win" than with the issue itself– Can create “winners” & “losers”Can create “winners” & “losers”– Tends to induce lobbyingTends to induce lobbying– Factions may emergeFactions may emerge

Cause fragmentation of teams Cause fragmentation of teams

Is a Is a quantitativequantitative, rather than , rather than qualitativequalitative, , method of decision-making.method of decision-making.

Through ConsensusThrough Consensus

Team members work through differences Team members work through differences to reach a mutually satisfactory position to reach a mutually satisfactory position (“mutuality”) (“mutuality”)

It’s possible for one person's insights or It’s possible for one person's insights or beliefs to sway the whole group.beliefs to sway the whole group.

Ideas are not lost Ideas are not lost – Every member's input is valued as part of the Every member's input is valued as part of the

solution. solution.

Teams Committed to a Teams Committed to a Consensus ModelConsensus Model

May utilize other forms of decision May utilize other forms of decision making (compromise, majority rules) making (compromise, majority rules) when appropriatewhen appropriate

May use a “straw poll” as a tool to help May use a “straw poll” as a tool to help to identify the degree of disagreement to identify the degree of disagreement

Are not forbidden from votingAre not forbidden from voting Voting may be the best alternative in Voting may be the best alternative in

gridlockgridlock

Consensus Process Works Consensus Process Works Best When Dealing With:Best When Dealing With:

– Issues that bring up a lot of emotionIssues that bring up a lot of emotion

– Issues that concern members’ Issues that concern members’ ethics, politics, or valuesethics, politics, or values

– Other issues where investment and Other issues where investment and stakes are highstakes are high

The degree of investment is often The degree of investment is often expressed with great emotionexpressed with great emotion

Coming to Consensus Coming to Consensus Requires:Requires:

PatiencePatience

The ability to tolerate ambiguityThe ability to tolerate ambiguity

Accepting and working with dissent, Accepting and working with dissent, disagreement, or controversydisagreement, or controversy

Remaining solution focusedRemaining solution focused

RealReal teamwork! teamwork!

Working in GroupsWorking in Groups

Use the Use the EASYEASY approach approach

– ElicitElicit comments or explanations from comments or explanations from othersothers

– AskAsk open-ended questions about the topic open-ended questions about the topic

– StateState the obvious – summarize the obvious – summarize

– YourYour opinion is important, but is not likely opinion is important, but is not likely to be as important as the collective to be as important as the collective wisdom of the groupwisdom of the group

Before you CriticizeBefore you Criticize

Ask: Ask:

– Is the timing right?Is the timing right?

– Is the setting right?Is the setting right?

– Am I the right person to make Am I the right person to make the criticism?the criticism?

When You CriticizeWhen You Criticize

Evaluate the consequences of making Evaluate the consequences of making the criticismthe criticism

Start your statement with “I”Start your statement with “I”

Don’t use the term “always”Don’t use the term “always”

Include your feelingsInclude your feelings

Offer a solutionOffer a solution

Be Solution-FocusedBe Solution-Focused

Criticism alone is too easy and can be Criticism alone is too easy and can be irresponsibleirresponsible

Try to bring a possible solution or be Try to bring a possible solution or be brave enough to admit you have brave enough to admit you have nothing betternothing better

Be willing to compromiseBe willing to compromise

Be prepared to accept responsibilityBe prepared to accept responsibility