Leadership Mastery Series – Group Dynamics Workshop

1. Leadership Mastery Series –Group Dynamics Workshop

2. Course Objectives • Reviewing the stages of team development • Understanding the skills required in the stages of team development • Understanding the 5 dysfunctions of a team • The role of the leader within team development • View & work through the Group Development Model • The Importance of focusing on task & process behaviours • Evaluate how your team is currently functioning • Take away action & implementation plans

3. Stages of Team Development • Forming – Coming Together Characteristics: • Testing expectations of behaviour • Suspicion, fear & anxiety about the future • Minimal work accomplishment • Attempts to define tasks of the team

4. Stages of Team Development • Storming – Diving in at the Deep End Characteristics: • In-fighting, defensiveness & competition • Domination by one or several team members • Tension & jealousy – struggle for power & control • Minimal work accomplishment

5. Stages of Team Development • Norming – “Establishing Ground Rules” Characteristics: • Sharing personal problems & discussing team dynamics • New ability to constructively express emotions • Establishment & maintenance of team boundaries • Agreements & norms • Feelings of mutual trust, respect, harmony • Moderate work accomplishment

6. Stages of Team Development • Performing – High Input from Team Characteristics: • Clear mission, vision, goals &performance expectations • Capable of diagnosing & solving problems • Members experience insight into personal & interpersonal processes • High work accomplishment

7. Stages of Team Development • Adjourning – Letting Go & Mourning Team ends, either naturally or on an enforced basis Members ‘mourn’ the loss of identity/relationships beforestarting a new team Leader awareness that team will go through all stages again so new members can feel included

8. Stages of Team Development • Strategies to Move Teams Forward • Set up expectations & team attitudes early • How do you & team members respond to critical events? • Establish code of ethics/code of conduct • Build trust relationships • Develop positive attitude towards each other--RESPECT

9. Key Skills Required in Each Stage of Team Development • FORMING:Vision/DirectionValue Alignment • STORMING:Role Clarity • NORMING:Setting • Ground Rules • Performance System • PERFORMING:Continuous Learning • Boundary Management

10. DISCUSSION GROUP The 4 Stages of Team Development

11. 5 Dysfunctions of a Team Model Inattention to Results Avoidance of Responsibility Lack of Communication Fear of Conflict Absence of Trust

12. 5 Dysfunctions of a Team Model:#1 Absence of Trust • Stems from unwillingness to be vulnerable within the group • Team members not genuinely open with others about their mistakes/weaknesses make it impossible to build • a foundation for trust

13. 5 Dysfunctions of a Team Model:#2 Fear of Conflict • Teams lacking trust are incapable of engaging in unfiltered & passionate debate of ideas Instead, they resort to veiled discussions/guarded comments

14. 5 Dysfunctions of a Team Model:#3 Lack of Commitment • Without having aired their opinions in the course of passionate &open debate, team members rarely buy in & commit to decisions, though they may setup agreement during meetings

15. 5 Dysfunctions of a Team Model:#4 Lack of Accountability • Even the most focused &driven people often hesitate to call their peers on actions/behaviours that seem counterproductive to the good of the team

16. 5 Dysfunctions of a Team Model:#5 Lack of Accountability • Team members put their individual needs (ego, career development, recognition) above the collective goalsof the team

17. Members of Teams with an Absence of Trust • Conceal their weaknesses & mistakes • Hesitate to ask for help or provide constructive feedback • Hesitate to offer help outside their own areas of responsibility • Jump to conclusions about intentions/ aptitudes of others • Fail to recognise &tap into others’ skills/experiences • Waste time & energy managing behaviours • Hold grudges • Dread meetings & find reasons to avoid spending time together

18. Members of Trusting Teams • Admit weaknesses & mistakes • Ask for help • Accept questions & input • Give benefit of the doubt before arriving at a negative conclusion • Take risks in offering feedback & assistance • Appreciate & tap into others’ skills/experiences • Focus time & energy on important issues • Offer & accept apologies without hesitation • Look forward to meetings & other opportunities to work as a group

19. Teams That Fear Conflict • Have boring meetings • Create environments where politics &personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into opinions and perspectives of others • Waste time & energy with posturing& interpersonal risk management

20. Teams That Engage in Conflict • Solve real problems quickly • Minimise politics • Put critical topics on the discussion table • Have lively, interesting meetings • Extract & exploit ideas of all team members

21. Teams that Failto Commit • Create ambiguity among the team about direction & priorities • Watch windows of opportunity close due to excessive analysis/delay • Breed lack of confidence & fear of failure • Revisit discussion & decisions • Encourage second guessing among team members

22. Teams that Commit • Create clarity around direction and priorities • Align entire team around common objectives • Develop ability to learn from mistakes • Take advantage of opportunities • Move forward • Change direction

23. Teams that AvoidAccountability • Createresentment among team members who have different standards of performance • Encourage mediocrity • Miss deadlines & key deliverables • Place undue burden on team leader as sole source of discipline

24. Teams that Hold EachOther Accountable • Ensure poor performers feel pressure to improve • Identify potential problems quickly by questioning one another’s approaches • Establish respect among team members who are held to same high standards • Avoid excessive bureaucracy around performance management & corrective action

25. Teams that Are NotFocused on Results • Stagnate/fail to grow • Rarely defeat competitors • Lose achievement-oriented employees • Encourage team members to focus on own careers & individual goals • Are easily distracted

26. Teams that Focuson Collective Results • Retainachievement-oriented employees • Enjoy success & suffer failure acutely • Benefit from individuals who suppress own goals/interests for good of the team • Avoid distractions

27. Effective Teams Need to Focuson Tasks & Process Behaviours

28. GROUP DEVELOPMENT MATRIX Group Synergy Stage 4EffectiveTeam P R O C E S S B E H A V I O U R S Interdependence Stage 3 SharingGroup T A S K B E H A V I O U R S Cohesion Stage 2Frac-tionated Group Conflict Stage 1ImmatureGroup Dependency Organization Open DataFlow ProblemSolving Orientation

29. Task Behaviours • Orientation: • Learn tasks & how to perform their role • What are the organisation’s standards, systems & criteria? • Group expectations • Following direction from their leader • The group’s need to work together • Their KPI’s, performance plans & reviews

30. Task Behaviours • Organisation: • Make choices about how it will organise the work • Members make agreements on their meeting procedures • Effective decision-making procedures put in place • Conflict management processes put in place • May have leadership concerns

31. Task Behaviours • Open Data Flow: • Freely share information by all team members • Freely open up with each other • Share facts, feelings, opinions, intuition or whatever data they have • Freely volunteer information & respond openly to requests • Archive optimal task functions

32. Task Behaviours • Problem Solving: • Remove barriers by exchanging information & data • Decision making & goal attainment carried out, ensuring efficient & effective procedures utilised

33. Process Behaviours • Stage 1: Immature Group • Looking at leadership & direction • Learning & meeting organisation’s expectations • Expect low productivity & much leader connectiveness • Positive expectations but concerns about tasks/each other

34. Process Behaviours • Stage 2: Fractured Group • Struggle for leadership • Incomplete communication • Arguments • Taking things personally • Experiencing discrepancy between initial hopes/expectations & reality • Dissatisfied with being dependent on leader • Members seem confused, may express concern about competence • Dip in morale

35. Process Behaviours • Stage 3: Sharing Group • Open and honest communication • Cohesion • Open exchange of feelings, facts, etc. • Sharesinformation/ideas, but neithereffective nor efficient • Creates comfortable environment • Mutual trust & respect • Enjoy working on tasks together • Increased self-esteem (in their competence)

36. Process Behaviours • Stage 4: Effective Team • Problem solvers • Interdependence • High productivity • Consistent high level of performance • Confident about achieving accomplishments • Provide support to all members • Focused on achieving goals • Strong feeling of pride & carries out tasks with increasing effectiveness/efficiency

37. HANDOUT:HOW HEALTHY IS YOUR TEAM?

38. The Role of the Leader:Absence of Trust Demonstrate own vulnerability first Maylose face in front of the team--subordinates takesame risk Create an environment that does not punish vulnerability Must be genuine

39. The Role of the Leader:Fear of Conflict Demonstrate restraint when team engages in conflict Allow resolution to occur naturally Personally model appropriate conflict behaviour

40. The Role of the Leader:Lack of Commitment • Must be comfortable with the prospect of making a decision that may turn out wrong • Constantly push for closure around issues/adherence to schedules set by team

41. The Role of the Leader:Lack of Accountability • Must be willing to serve as the ultimate arbiter of discipline when team itself fails • Make it clear to all that accountability hasNOT been relegated to a consensus approach, but to be a shared team responsibility • Must not hesitate to step in whennecessary

42. HANDOUT:ACTION PLAN

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