Maintaining Positive Relationships in Teams.

1. Maintaining Positive Relationships in Teams. Team Alpha Members: Brad Korman Jacob Ngo Kara Johnson Nicole Pavone Sami Nabaty Sydney Layton

2. Our Group Diversity Kingdomality Test Results

3. Sami Nabaty • The “Doctor” • Your distinct personality, The Doctor might be found in most of the thriving kingdoms of the time. Your emotions and feelings are reality based. You are not misled with half formed ideas nor are you given to radical or high risk experimentation. You follow the tried and true and do not waste time thinking about things that cannot be seen, touched, heard, felt or smelled. On the positive side, you can become an exceptional expert in your particular area of the helping professions. You can deliver and maintain consistent and beneficial service to others. You do not lose sight of the reality of the situation and can usually control your own emotions. On the negative side, your emotions may want to be sensually satisfied which might lead to too much food, drink or other sensual pleasures. Interestingly, your preference is just as applicable in today’s corporate kingdoms.

4. Brad Korman • The “Shepherd” • Your distinct personality, The Shepherd is to tend to your human flock. You understand the needs of those for whom you are responsible. Shepherds are vigilant and reliable. You realize your obligation and commitment to the well being of those entrusted to your care. Shepherds are very dependable. You engender a feeling of comfort and stability to those within your charge. On the positive side, Shepherds can be empathic, caring, understanding, practical and realistic. On the negative side, you may be manipulative, close-minded and sentimentally rigid. Interestingly, your preference is just as applicable in today’s corporate kingdoms.

5. Sydney Layton • The “Black Knight” • Your distinct personality, The Black Knight, might be found in most of the thriving kingdoms of the time. Your overriding goal is to win. You approach each task or situation as a contest to be won strategically and efficiently. Because you can control your feelings, it is not unusual for you to charm, as well as successfully delegate tasks and responsibilities to the more emotional types. You are often concerned with what’s in it for you. You seldom involve yourself in activities where you can not foresee a reward for your investment or effort. On the positive side, you can be analytically empathic and logically persuasive. On the negative side, you may be unemotionally manipulative as well as impulsive. Interestingly, your preference is just as applicable in today’s corporate kingdoms.

6. Kara Johnson, Jacob Ngo & Nicole Pavone • The “Dreamer- Minstrel” • Your distinct personality, The Dreamer-Minstrel might be found in most of the thriving kingdoms of the time. You can always see the "Silver Lining" to every dark and dreary cloud. Look at the bright side is your motto and understanding why everything happens for the best is your goal. You are the positive optimist of the world who provides the hope for all humankind. There is nothing so terrible that you can not find some good within it. On the positive side, you are spontaneous, charismatic, idealistic and empathic. On the negative side, you may be a sentimental dreamer who is emotionally impractical. Interestingly, your preference is just as applicable in today's corporate kingdoms.

7. Positive Diversity

8. How does diversity in teams help keep a positive atmosphere? • Fitting into a role • Example: Dominant Personalities • What can a diverse group offer? • Solutions & Ideas • Task division • Increasing group performance • A group/team that understands the differences between its members, will have a more effective approach and therefore will be better equipped for success.

9. Task, Maintenance & Dysfunctional roles in groups

10. Task & Maintenance Roles in Groups • Task Roles • Roles group members take on in order to help solve a problem • Examples: • Initiator, information seeker, opinion giver, elaborator, coordinator, summarizer, energizer, critic, etc. • Maintenance Roles • Emotional roles concerned with maintaining smooth personal relationships among group members • Ideal ratio = 2:1 (task roles dominate) • Examples: • Encourager, harmonizer, tension reliever, gatekeeper, feeling expresser, follower, etc.

11. Negative Roles in Groups • Dysfunctional Roles • Individual roles played by group members that inhibit group’s effective operation • Examples: • The blocker, aggressor, deserter, dominator, recognition seeker, joker, cynic, etc.

12. Leadership Power in Groups

13. Legitimate Power: This power can come from a position one holds in a job. A leader with the ability to influence others has legitimate power. For example, men and women who direct traffic at a construction site are most likely not the ones in charge of the whole project, but to the drivers of the vehicles they are in legitimate power and stop and go as they command. • Coercive Power: Coercive power comes from the threat of an unpleasant consequence. We do as the leader tells us, not out of respect towards them but out of fear of the outcome of disobeying. For example, student at a school will listen to and obey their principal even if they don’t agree because of fear of suspension or expulsion. • Referent Power: This power comes from respect and trust that others in the group have in you. Listening to and honoring each person leads to the group members respect. The higher referent power you have the more likely the group members are to listen and respond to you.

14. Reward Power: Exists when others are influenced be the granting or promise of desirable consequences. Example: having your fellow student think highly of you might be a more powerful reward than grade you could receive from your instructor. • Expert Power: Exists when we are influenced by people because of what we believe they know or can do. A good example: when a medical emergency occurs, most group member would gladly let a doctor, nurse, or paramedic make decision because of the person’s obvious knowledge. • Information power: As its name implies, information power come from a member’s knowledge that he or she can help the group reach its goal. Example: a class group working on a term project might benefit from the knowledge of one student who has taken other classes from the instructor who will be grading their work.

15. Maintaining Positive Relationships via Leadership styles

16. Leadership Styles • Authoritarian- Threat vs. Reward, Autocratic • Democratic- All members have a say in decisions made. • Laissez-Faire- All members are equal to one another, Democratic

17. Individual Efforts Towards Maintaining Positive Relationships within Teams

18. Individual Efforts • Share at meetings: • Displays effort • More friendly appearance • Increase the chances to build stronger relationships • Speak Positively: • Speak well to be recognized as a better person • Be supportive • Show team effort • Offer to help • Generosity will: • Build upon good relationships • Aid in mending broken relationships • Create a bond between members

19. Individual Efforts Continued • Collaborate: • Sharing and caring • Appreciation: • One small comment can go a long way

20. Keys to Effective Team Building

21. Team Building Keys • Continuity • Non-Competitive • Bad Tactic • Sports can be harmful

22. Let’s Give it a Try Team Building activity

23. Tarp Flip • For this game you will need two people and a tarp or blanket. The tarp should be folded such that it provides enough space for everyone to stand on it. The smaller the tarp, the more difficult the activity. Ask participants to stand on the tarp, and then challenge them to flip half the tarp over without stepping off it onto the ground. At the end, each participant should be on top of the underside of the tarp, which will be approximately half the size it was at the start. You should use this activity with people who will not be uncomfortable in close proximity to each other in an effort to promote communication and collaboration in problem solving.

24. Work Cited: • Adler, R., & Rodman, G. (2012). Understanding human communication. (11th ed., pp. 274-295). New York: Oxford University Press • Basilicato, Linda. (2011, March 31). “Team Building Exercises For Small Groups.” Retrieved from http://www.livestrong.com/article/219775-team-building-exercises-for-small-groups/ • Bunderson, J. S., & Sutcliffe, K. M. (2002). Comparing alternative conceptualizations of functional diversity in management teams: Process and performance effects. Academy of management journal, 45(5), 875-893. Retrieved from http://quod.lib.umich.edu/b/busadwp/images/b/2/0/b2034748.0001.001.pdf • Gzik, Gary. (2010 October 20). “Building Positive Relationships With Colleagues.” Retrieved from http://gettingtosomeday.com/articles/building-positive-relationships-with colleagues • (n.d.). “Team Building Exercises.” Retrieved from http://www.mindtools.com/pages/article/newTMM_52.htm