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TEAMS

TEAMS. Thomas N. Davidson, J.D. Groups v. Teams. 4 types of teams. Team effectiveness model. communication. small-group networks. Communication barriers. FILTERING – MANIPULATING THE INFORMATON.

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TEAMS

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  1. TEAMS Thomas N. Davidson, J.D.

  2. Groups v. Teams

  3. 4 types of teams

  4. Team effectiveness model

  5. communication

  6. small-group networks

  7. Communication barriers • FILTERING – MANIPULATING THE INFORMATON. • SELECTIVE PERCEPTION – PSYCHOLOGICALLY PROCESSING ONLY WHAT ONE WANTS TO HEAR OR SEE BASED ON NEEDS, EXPERIENCES, MOTIVATIONS, ET CET. • INFORMATION OVERLOAD – TOO MUCH INFORMATION THAT EXCEEDS ONE’S CAPACITY TO PROCESS. • EMOTIONS – HOW ONE FEELS AT THE TIME INFORMATION IS RECEIVED AFFECTS HOW IT IS INTERPRETED. • LANGAUGE – WORDS MEAN DIFFERENT THINGS TO DIFFERENT PEOPLE. • COMMUNICATION APPRESHENSION – ANXIETY ABOUT SPEAKING IN FRONT OF PEOPLE OR EVEN WRITING.

  8. Johari window

  9. Johari window

  10. Johari window

  11. Johari window

  12. Johari window

  13. TRANSACTION V. TRANSFORMATIONAL LEADER

  14. FULL RANGE LEADERSHIP MODEL

  15. Power • FORMAL OR LEGITIMATE POWER– COMES FROM POSITION IN ORGANIZATION. • COERCIEVE POWER – ORDINARILY A BYPRODUCT OF FORMAL POWER. • REWARD POWER – SIMILAR TO COERCIEVE AS A BYPRODUCT OF FORMAL POWER. • EXPERT POWER – SKAs THAT ARE NEEDED; A FORM OF PERSONAL POWER. • REFERENT POWER – SIMILAR TO CHARISMATIC LEADER; PEOPLE WHO ADMIRE A PERSON MAY SUBMIT TO THAT PERSON BECAUSE THEY WANT TO BE LIKED BY THE PERSON.

  16. Six steps to effective leadership • Clarifying your center. (looking inward) • Clarifying what’s possible. (looking outward) • Clarifying what others contribute. (underlying assumptions and ID the SKAs needed to reach your goals) • Supporting others so then can contribute. (empowering v. dumping; informing) • Measuring and celebrating progress.

  17. Life Cycle of a team

  18. Team member roles • Task Driver – results oriented group member who keeps all focused. • Process Facilitator – monitors the interpersonal dynamics of the group. • Creative visionary – risk taking; considering opposites, relying on uncertainty, & looking for multiple possibilities. • Practicality pusher – pragmatic about getting the job done.

  19. Team leadership • Distributed Leadership – whomever has the right SKAs for the issue presented assumes the leadership role. • Coordination – mobilize and coordinate the efforts of the team. • Creative Support – buffer team members from bureaucratic processes. • Moral Foundation for Respect - truth telling; promise-keeping; fairness, & respect for the individual. • Participation – collaboration. • Measure Progress – help team during process; focus on the whole.

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