Gemini Skills Workshop

1. Team Development Gemini Skills Workshop

2. Agenda • Teams as key to our success • Team images and team structure • High performance groups • Team challenges • The challenge of the future No one can whistle a symphony.

3. The Future Shape of Organizations

4. Key Needs of Teams Common Goals Constructive Conflict Resolution Leadership Respect for Differences Interaction and Involvement of All Members What Teams Need Maintenance of Individual Self-Esteem Mutual Trust Attention to Process and Content Open Communication Power within Group to Make Decisions Source: How to Lead Work Teams: Facilitation Skills, Fran Rees.

5. Roles That Show Concern • Contributing • Clarifying • Supporting • Mediating

6. Roles That Cause Frustration • Dominating • Blocking • Nit-picking • Joking • Withdrawing

7. Criteria for an Effective Team • Shared mission and purpose • Shared vision • Aligned goals/strategies and work plans • Clear roles and expectations • Diverse membership • Authentic communication • Empowerment of members • Personal responsibility and commitment • Can-do spirit

8. Stages in Team Development • 1. Orientation • Why am I here? • Do I belong? • Do I want to be here? • 7. Renewal • Why continue? • 6. High performance • characterized by: • Team survey • High quality output • 2. Trust building\ • Who are you? • What do you expect of me? • 5. Implementation • How will things be done? • Who does What, When, and Where? • 3. Goal clarification • What are we doing? • 4. Decision making • How will decisions be made?

9. The Stages of Team Development High Team Effectiveness Low Stage 1 Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing Stage 5: Adjourning

10. Team Development Life Cycle • Forming • Storming • Norming • Performing • Adjourning Source: Tuckman and Jenson

11. Forming People initially seek to find their place in a group in relation to others. Each person is trying to answer the question “How do I belong to this group?’

12. Storming • Who leads the team? • How is leadership exercised? At this stage, the team has to decide how it is going to operate. It becomes necessary to sort out personal relationships of power, influence, and leadership. Although the team leader/manager has specific authority, team members are constantly evaluating his/her behavior. The team is trying to answer the questions: Source: Tuckman and Jenson

13. Norming The team begins to tackle its work. Members develop their capacity to handle problems creatively, flexibly, and effectively. Typically, the quality of communication improves, and team members respect each others’ contributions. The focus is on economy of effort and task effectiveness— consistency is established and objectives are clarified. Source: Tuckman and Jenson

14. Performing The members of a fully established team develop rapport and closeness. Each members’ role is clearly identified, and each person’s contribution is distinctive. Team members also build open links with those outside of the team. The team’s contribution to the organization is clear, and it can gather the support and resources it needs. Source: Tuckman and Jenson

15. Adjourning The adjourning stage is the wrap up stage for a team. This is the time where people feel a need for recognition and a sense of accomplishment. Teams must come to closure in a positive manner - including planning for what happens next. At this point, you as the facilitator will only coach the team upon request and must start to transfer ownership. It is important to give feedback and share feelings at this stage. Celebrate!

16. A Few Lessons from Geese Flock facts: • As each bird flaps its wings, it creates an uplift for the bird following. By flying in a V formation, the whole flock adds 71% greater flying range than if it flew alone • When the lead goose gets tired, it rotates back into the formation and another goose flies at the point position • The geese in formation honk from behind to encourage those up front to keep up their speed

17. Three Key Learning's 1. 2. 3.