Working in Teams Terry A. Ring Chemical Engineering

1. Working in TeamsTerry A. RingChemical Engineering Taken from Autumn Garrison for the CLEAR Program Chemical Engineering 4903

2. Overview • Managing your team • The Roles you play • Improving your process • The role of self monitoring & perception checking • Feedback, Stress, & Motivation • Giving constructive feedback • The importance of rituals, rewards, and recognition • Team Working Agreement

3. Discussion question:When you hear the word “delegation” what does it make you think of ?

4. True or False?The leader of the group usually delegates

5. Traditional Team: One leader Sets agenda Directs problem solution Establishes rules/norms Controls process & disruptive behaviors Self-directed team: Everyone shares leadership Members set success guidelines Members own meetings & process Members accountable to each other Two different ways you can manage your teams

6. Research study • Study of administrators, engineers and scientists at Goddard Space Flight Center • Those who had more stake in decision making about assigned tasks • Experienced Less Stress: time, situational, encounter, and anticipatory stress • Others had higher stress French & Caplan (1972) Organizational Stress and individual Strain.

7. There are lots of roles you can play & should discuss  Task roles  Relational Maintenance roles  Selfish/anti-team roles Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

8. You may perform task roles • The initiator/opinion giver • The elaborator/clarifier • Evaluator • Devil’s advocate • Coordinator/Recorder • Information seeker/giver • Consensus tester Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

9. You may perform relational maintenance roles • Encourager • Supporter • Harmonizer/Tension reliever • Gatekeeper • Process Observer • Standards setter Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

10. Observe, Self-Monitor & Manage Selfish/anti-team roles: • The Blocker • The Aggressor • The Withdrawer • The Dominator • The Slacker • Status or Recognition seeker Adapted from Harris, T. & Sherblom, J. (2005) Small Group and Team Communication

11. Roles happen lots of different ways • Emergent • Determined by group • Assigned by someone • Can change day-to-day & group-to-group

12. Discussion Question: Thinking back on your experience, what roles have you had a chance to perform in your teams? Talk about it.

13. It’s all a part of the process! • Define the problem(s) • Generate possible solution(s) • Evaluate solution(s) • Create an action plan • Assign specific tasks & roles • Set time frames for goals • Repeat & confirm • Figure out a follow-up method & system of accountability

14. During this process remember to: • Ask Questions • Actively listen • Paraphrase • Use your nonverbals • Say “Yes” when you can and “No” when you can’t

15. These processes also improve your feedback skills

16. When you’re giving feedback be sure to: • Be honest • Take group needs into account • Decide appropriate time • Don’t sand bag – (hiding a skill) • Use descriptive statements without judgment or exaggeration: “It seems to me . . . “ • Provide positive and negative feedback

17. When you’re receiving feedback be sure to: • Take a deep breath • Be aware of how your body is feeling • Don’t interrupt • Don’t listen defensively – not hearing at all • Paraphrase to indicate understanding • Acknowledge person’s point of view • Agree with what you see as true • Take enough time to sort things out • Disagree with what you see as not true

18. Recognize & Praise each other (whenever, wherever)! • Verbal praise in front of others • Verbal praise one-on-one • Praise via email, text, phone • High fives • Milestone celebrations • Establish rituals & processes

19. Time stressors Work overload Lack of control Encounter Stressors Role conflicts Issue conflicts Action conflicts Done effectively, these things will also help you deal with stress: • Anticipatory stressors • Unpleasant expectations • Fear

20. Adapted from: Whetten, D. & Cameron, K. (1998). Developing Management Skills 4th Ed.

21. Wrap-up / To Do List • Discuss & understand: • How your team is managing itself • Your roles & expectations • How can you improve your process? • Talk about your system for rituals, rewards, & recognition • Other ways to reduce team & individual stress

22. Create a Working Agreement

23. Your working agreement should include • Contact Information • Group norms- where, when, how • Group ground rules- consequences, decision-making, etc. • Group expectations- work quality, attendance, etc. • File Sharing Protocol • Individual Vision Statements • Rubric • Signatures

24. Examples of guidelines • Listen to other’s points of view without prejudice • Show up on time. If you cannot, you must contact the group • Be prepared for meetings • Be committed to ending on time (if possible) • Attack a problem, not a person

25. What does it look like? • Do’s and Don’ts • Guidelines • Results focused

29. Team exercise • Get in teams • Share your answers from the individual exercise • Decide which type of working agreement your team is going to write • Start work on your agreement as a team; address the following elements: • Contact Information • Group norms- where, when, how • Group ground rules- consequences, decision-making, etc. • Group expectations- work quality, attendance, etc.

30. Ensure Group Cohesiveness • Clarify group goals • Clarify member roles • Encourage everyone’s involvement in decision making • Recognize member contributions

31. References • French, J. & Caplan, R. (1972). Organizational stress and individual strain. In The failure of Success, edited by A.J. Marrow. AMACOM. • Harris, T. & Sherblom, J. (2005) Small Group and Team Communication 3rd Ed. Pearson Education, Inc. • Verderber, R. F. & Verdeber, K.S. (2003). The Challenge of Effective Public Speaking 12 Ed. Belmont, CA: Thompson Learning • Whetten, D. & Cameron, K. (1998). Developing Management Skills 4th Ed. Addison-Wesley Educational Publishers. • Wolvin, A. & Coakley, C.G. (1996). Listening 5th Ed. Times Mirror Higher Education Group, Inc.

32. Questions, Consultation, and Team time

33. Conflict • All groups encounter conflict (both task and relational) • We think of conflict in negative terms: shouting, arguing, aggressive and passive resistance • Conflict is often interaction between different personality types • We often avoid and ignore conflict • We are often unaware of potentially positive outcomes of conflict • We must learn to manage conflict productively

34. Causes of conflict • Diverse/conflicting worldviews, values, attitudes, and personalities • Different needs, expectations, or technical opinions • Limited time and resources • Communication and scheduling problems • Ambiguous roles and leadership • Unclear administrative procedures, reward structures, and decision making strategies

35. conflict task interpersonal Diverts energy from the issue or activity Compromises team cohesiveness and effectiveness Promotes hostility, distrust, cynicism and disengagement Needs to be identified, discussed, and reduced • Inspires creativity and improves team effectiveness • Increases decision quality and team cohesiveness • Needs to be expressed and explored

36. Conflict management styles

37. Dealing with conflict • Confront the opposition • Define the conflict mutually • Communicate feelings and positions • Communicate cooperative intentions • Take the other person’s perspective • Motivate to negotiate • Reach a mutually satisfying agreement

38. Common difficult behavior types • The Silent Type • The Monopolizer • The Intimidator • The Nice One • The Unhappy Camper

39. Responding to the silent type • Use silent idea generation • Establish a participation expectation at the outset • Be direct • Use break out sessions

40. Responding to the monopolizer • Be direct • Recognize their contributions • Capture the ideas in writing • Interrupt

41. Responding to the intimidator • Communicate that you understand their feelings • Explain that each members needs must be met as much as possible for a successful process

42. Responding to the nice one • Be direct • Check with each member to make sure they support the outcome of the session/meeting

43. Responding to the unhappy camper • Acknowledge their unhappiness • Get them involved by asking them to take on a responsibility (scribing) • Release them from the process • Work with a supervisor • Release them from the team

44. Communicate ethically Treat everyone with respect and politeness Speak with good intent Ask questions with curiosity, not cynicism Openly express disagreements Avoid making attributions Facilitate group process Avoid coming to decisions too quickly Respect confidentiality Clarify opinions and statements with examples Acknowledge others’ viewpoints and accept them as real

45. Resolution • Take responsibility! Be open about problems with meeting guidelines, but be prepared to accept the consequences. • Seek assistance from supervisors and/or instructors for problems that are “too big.” • Don’t take it all on yourself. Picking up slack for other members leads to frustration, exhaustion and a reduction in quality of work.