Building Teams: A Five Day Experiential Learning Event

1. Building Teams: A Five Day Experiential Learning Event Dr. Dan R. Ebener St. Ambrose University EbenerDanR@sau.edu www.servantleadershipmodels.com

2. WELCOME TO CLASS • Visit with your classmates. • Mix around for a while. • Introduce yourself. • Do not yet open your packet. • Do not go through the handouts.

3. Open your packet • Take out contents • Name tent • Puzzle piece • Find your team members – the matching pieces. • Find the missing pieces at the table. • Place your name tent at table that matches your teammates.

4. Exercise: Why Us? • Why are we a team? • Meet in your team room. • 25 minutes to introduce yourselves and to discuss: • Why you think you are a team. • Prepare to report to whole group. • Prepare to introduce another member of your team.

5. “We believe in teams.”

6. Group member introductions • Introduce another member of your group • Name • Place of Work • Job • Something else about them

7. Logistics • Parking • Building • Cell phones • Recycle bins • Lunch • Service projects • Schedule for the week

8. Team Building: Tuckman • Day One: Forming • Day Two: Storming • Day Three: Norming • Day Four: Performing • Day Five: Adjourning

9. Day One: Forming • Feelings • Behaviors • Tasks

10. Exercise: Wisdom of Teams • Quiz on Katzenbach and Smith • Taken individually in large room. • Taken as a group in your team rooms – Consensus decision. • Video tape the group conversation. • Instructions on camera • You have 25 minutes. • Back here with both sets of answers.

11. Individual and Team Scores over “The Discipline of Teams”

12. What is a Team?

13. Definition of a Team(Katzenbach & Smith) A team is a small number of people with complimentary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselvesmutually accountable.

14. The Essence of Teams(Katzenbach & Smith) Shared commitment to: • Team purpose and goals. • Working together. • Mutual accountability. • Open-ended discussion • Active problem-solving. • Assessing performance. • Discussing, deciding and doing real work together.

15. What is involved in Teamwork?(Katzenbach & Smith) • A set of values that fosters: • Listening. • Responding constructively. • Giving the benefit of the doubt. • Providing support. • Recognizing the interests of others. • Giving credit to others for their achievements.

16. Work Groups: Strong, clearly focused leader. Individual accountability. Group purpose is the same as the broader organization. Individual work products. Teams: Shared leadership role. Individual & group accountability. Team purpose defined by the team itself. Collective work products. Work Groups vs. Teams

17. Work Groups: Meetings are usually tell-us events. Effectiveness measured indirectly (through org. performance) Discusses, decides, delegates. Teams: Meetings are forums for open discussion and problem solving. Effectiveness measured directly by evaluating collective work products. Discusses, decides, does own work together. Work Groups vs. Teams

18. The Wisdom of Teams

19. Stages of Team Development(Tuckman & Jensen) Mature (efficient, effective) Team Maturity Failure Immature (inefficient, ineffective) Failure Failure Forming Storming Norming Performing Adjourning Stage From Hellriegel & Slocum (2004). Organization Behavior. Mason, OH: Thompson-Southwestern

20. Stages of Team Development(Tuckman & Jensen) Forming • Defining goals and tasks, getting acquainted. Storming • Working through conflict, hostility and strong feelings. Norming • Setting rules, agreeing to processes, building team cohesion. Performing • Achieving results effectively and efficiently. Adjourning

21. Stages of Team Development(Tuckman & Jensen) Forming: • Defining goals. • Outlining tasks. • Reviewing procedures. • Getting acquainted. • Understanding leadership and member roles.

22. Stages of Team Development(Tuckman & Jensen) Storming: • Conflict over work behaviors. • Conflict over goals. • Conflict over roles and responsibilities. • Hostility and strong feelings.

23. Stages of Team Development(Tuckman & Jensen) Norming: • Agreeing to decision-making process. • Setting of rules and norms. • Establishing a culture of acceptable behaviors. • Leading to commitment and cohesion.

24. Stages of Team Development(Tuckman & Jensen) Performing: • Achieving results effectively and efficiently. • Accepting roles and responsibilities. • Value interdependence of work. • Working collaboratively. • Ultimately, learning and developing from team experiences.

25. Essential Characteristics of Real Teams • Committed to a common purpose. • Purpose is translated into tough specific performance goals. • Small size: 2-25. • Complementary skill mix. • Specific real work for all members. • Group accountability.

26. Common Purpose • No common purpose = No team. • Typically a response to an outside demand. • Gives: • Direction. • Momentum. • Commitment.

27. Purpose: Translates intotough specific Goals • Goals: • Forge work groups into teams. • Compel, energize, motivate. • Facilitate clear communication. • Enhance constructive conflict. • Maintain team focus on achieving results.

28. Small Size of Teams • 2 to 25. • Majority less than 10. • Logistical problems. • Bonding and relationship building. • Meetings are work sessions not a distraction.

29. Size and Number of Relationships • 2 = 1 relationship • 3 = 3 relationships • 4 = 6 relationships • 5 = 10 relationships • 6 = 15 relationships • 7 = 21 relationships • 8 = 28 relationships • Then: 36, 45, 55, 66, 78… • 14 = 92 relationships in the group.

30. Complementary Skill Mix Technical or functional expertise Interpersonal Problem-solving and decision making

31. Specific and real work for all members • Working together for Common Goal. • Matching and integrating tasks/skills. • Everyone does equivalent amounts of real work - No management drones.

32. Group Accountability • Work group becomes a team when it holds itself accountable: • mutual accountability. • picking up for team. • Group goals. • Group reward and recognition.

33. Three Types of Teams • Teams that Recommend things. • Teams that Run things. • Teams that Make or Do things.

34. Conclusion • Move to teams when: • Performance objectives require collective work. • Work requires integration of multiple skills, perspectives and experience. • Likely areas: • Customer service . • Total quality management. • Kaizan (continuous improvement and innovation). • Strategic alliances. • Complex multi-functional projects/operations. • Most important factor: • Clear and compelling Goals

35. Team Exercise:Analyze the Exchange • Return to Team Rooms. • Run the video tape of your discussion of the answers – Run 10 minutes of tape. • What do you see as you watch the exchange? • Use the “Team Work Analysis Sheets”. • Back in 35 minutes.

36. Team Meeting Analysis Sheet • Let’s examine our interaction. • Will use this form for several meetings. • Return to Big Room in 30 minutes. • Be prepared for to share one Plus and one Delta in Large Group Discussion.

37. Team Meeting Assessment • Plus • Delta • What can your group do differently the next time?

38. Report Back • Tell us what you saw? • What was effective? • What was ineffective? • What can you do better next time?

39. How is a Jigsaw Puzzle like an Effective Team?

40. Patrick Lencioni

41. The Five Dysfunctions of Teams (Patrick Lencioni) Invulnerability Absence of Trust

42. The Five Dysfunctions of Teams (Lencioni) Artificial Harmony Fear of Conflict Absence of Trust

43. The Five Dysfunctions of Teams (Lencioni) Ambiguity Lack of Commitment Fear of Conflict Absence of Trust

44. The Five Dysfunctions of Teams (Lencioni) Low Standards Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

45. The Five Dysfunctions of Teams (Lencioni) Status and Ego Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

46. The Five Functions • They trust one another. • They engage in open and honest conflict around tasks and ideas. • They commit to group goals and decisions. • They hold each other accountable. • They achieve collective results.

47. Tuckman Forming Storming Norming Performing Adjourning Team Models Lencioni Trust Conflict Commitment Accountability Results

48. Wilderness Survival • Read instructions. • Answer individually first (in large group room). • Tape interaction of your team (in small team room). • Report your scores to the rest of your team. • Make consensus decisions on each of the items. • Be prepared to report back to the rest of the class. • The instructor will share the experts’ answers to this case. • Which items are most important for your survival??

49. Team Decisions • Avoid arguing for your own individual judgments. Approach the task on the basis of logic. • Avoid changing your mind if it is only to reach agreement and avoid conflict. • Support only solutions with which you are able to agree or at least you can live with the answer. • Avoid "conflict-reducing" techniques such as majority vote, averaging, or trading in reaching your decision. • View differences of opinion as a help rather than a hindrance in decision-making. • Record your discussion for 30 minutes.

50. Expert Decision • Discuss method for decision-making. • Receive experts’ scores. • Calculate individual and group scores. • Calculate persuasion scores. • Post and discuss.