High Performing Teams Hal Lunka © AVR Associates, Ltd. 2016

Slides:

Advertisements

Similar presentations

An Introduction to Teamwork

Advertisements

Organizational Teams Chapter 12. Overview n Preponderance of Teams n Organizational Small Groups n Characteristics of Groups n Relational Communication.

Leadership & Management Discussion for Lesson 19: Groups and Teams.

Mining Group Gold Team Dynamics. Stages of Team Development Forming Storming Norming Performing.

Project Team Development Constructive Conflict Resolution Based on material made available by John Bennedict, Bell South.

Project Team Building “Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational.

Chapter 13 Teams and Teamwork

Managerial Skills Lecture Conflict. Learning Objectives Assess Sources of a Conflict. Modify Your Conflict Management Style Appropriately. Understand.

TOGETHER EVERYONE ACHIEVES MORE

Building & Maintaining a TEAM Presented By Dennis I. Blender, Ph.D. Blender Consulting Group.

Project Closure CHAPTER FOURTEEN Student Version Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.

Team and Coalition Building Class 7 August 1, 2010.

Conflict Management. Definition of Conflict Common themes –Perception of conflict –Opposition or incompatibility –Interaction “ A process that begins.

Monica Hutchins LDR-601 Dr. M. Parsons “Teams are organizational groups composed of members who are interdependent, who share common goals, and who.

PowerPoint Presentation by Charlie Cook

The role of group work Warning! Possible excessive use of Role Plays.

basic concept of team basic concept of team building

Practicing Leadership: Principles and Applications Chapter 9: Teaming and Leadership.

Project Audit and Closure

TK3333 Software Management

1 AK/ADMS 3533 Lecture 13 Chapter 14: Audit and Closure Chapter 16: Oversight Review.

Project Team Building, Conflict, and Negotiation

Chapter 11 The Project Team

Chapter 11 The Project Team

 Is there a difference between working as a group and working as a team? Why or why not? What is the difference?

Ms. Eberhard HGD – Spring What is teamwork? A joint action by a group of people, in which each person subordinates his or her individual interests.

MANAGEMENT RICHARD L. DAFT.

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 1.

Group and Team What Is Group What Is Group Group: “Two or more interacting and interdependent individuals who come together to achieve particular goal.”

Understanding Groups & Teams Ch 15. Understanding Groups Group Two or more interacting and interdependent individuals who come together to achieve particular.

Where We Are Now 14–2. Where We Are Now 14–2 Major Tasks of Project Closure Evaluate if the project delivered the expected benefits to all stakeholders.

YOU'VE CHOSEN YOUR TEAM August 1997 HOW DO YOU MAKE IT WORK? BERLING ASSOCIATES C 1997 R. Michael O'Bannon and Berling Associates.

Teams Process & Conflict Zsuzsanna Szabo, Ph. D..

MultiMedia by Stephen M. Peters© 2002 South-Western Team Management and Conflict.

Establishing Teams Collaborative Teams. A team …. Has two or more people Has a specific performance objective or recognizable goal Requires coordinated.

Effective Teamwork & the Essential Shift of Mind with Dr. Janet Mills.

Chapter 15 Effective Groups and Teams. What Is a Group? Group - two or more interacting and interdependent individuals who come together to achieve specific.

Introduction to Management LECTURE 24: Introduction to Management MGT

Leadership & Management Discussion for Lesson 19: Groups and Teams.

Prepared By :ANJALI. What is a Team? Two or more persons work together to achieve same goal or complete a task. Teams make decisions, solve problems,

MANAGEMENT RICHARD L. DAFT.

MANAGEMENT RICHARD L. DAFT.

TEAM MANAGEMENT AND CONFLICT

An Introduction to Teamwork

Team Dynamics and Leadership

Characteristics of Effective Teams

teambuildevents. co

MGT 210 CHAPTER 13: MANAGING TEAMS

Effective Team Leaders

Chapter 11 The Project Team

Project Audit and Closure

MSE602 ENGINEERING INNOVATION MANAGEMENT

Groups and Teams: Managing Teams NNA

Groups Group - two or more interacting and interdependent individuals who come together to achieve specific goals. Formal groups Work groups defined by.

Groups and teams Chapter 14.

Define groups and the stages of group development

Principles of Management-II

Leading Teams Chapter 14.

Practicing Leadership: Principles and Applications

Leadership & Management

Project Team Building, Conflict, and Negotiation

Managing Project Teams

Communicating in and Leading Groups and Teams

PowerPoint Presentation by Charlie Cook

Where We Are Now 14–2. Where We Are Now 14–2 Major Tasks of Project Closure Evaluate if the project delivered the expected benefits to all stakeholders.

Project Audit and Closure

Presentation transcript:

High Performing Teams Hal Lunka © AVR Associates, Ltd. 2016 www.avrassociates.com AVR Associates Ltd

Stages of Team Development and Effectiveness Forming Storming Norming Performing Deforming © AVR Associates, Ltd. 2016 www.avrassociates.com

Starting a Team How will we behave towards each other? How will we make decisions? How will we communicate? How often and why will we meet? How will we settle conflicts? How will we build relationships? How will we build TRUST? © AVR Associates, Ltd. 2016 www.avrassociates.com

Starting a Team2 How will we assure effective communications? How will we make our technology compatible? How will we let leadership evolve? How will we best merge our cultures to assure our mutual success? © AVR Associates, Ltd. 2016 www.avrassociates.com

Team Effectiveness Once the team is established, periodically review the following barriers with your team and assess its performance Where does your team excel? Where might your team be improved? © AVR Associates, Ltd. 2016 www.avrassociates.com

Some Team Barriers Unclear goals for the team, as well as the project Unclear Definitions of Roles and Responsibilities Lack of Project Structure Lack of Commitment Poor Communication Poor Leadership Turnover of team members Dysfunctional behavior © AVR Associates, Ltd. 2016 www.avrassociates.com

High Performing Teams A clear and elevating goal Results driven structure Competent team members Unified commitment Collaborative climate Standards of excellence External support and recognition Principled leadership Larson/LaFasto © AVR Associates, Ltd. 2016 www.avrassociates.com AVR Associates Ltd

Normal Sources of Conflicts Work Scope What and how much should be done? How it is to be done and at what quality level? Resource Assignments/interfaces, especially in matrix organizations Things that contribute to conflict, schedule issues, differences of opinion, and differences in experience and expertise © AVR Associates, Ltd. 2016 www.avrassociates.com

Normal Sources of Conflict2 Cost, especially if original estimates are proving wrong and people are surprised Priorities, especially if people are assigned to multiple projects or ongoing responsibilities Organizational Issues, especially during storming phase, whose processes, procedures, etc. will be followed Personal Conflict © AVR Associates, Ltd. 2016 www.avrassociates.com

Where should negotiation occur? Handling Conflict Avoiding or withdrawing Competing or forcing Accommodating or smoothing Compromising Collaborating, confronting, problem solving Where should negotiation occur? © AVR Associates, Ltd. 2016 www.avrassociates.com

Complicate Situation Non-collocated How to communicate How to establish: Relationships Trust Leadership Commitment etc. © AVR Associates, Ltd. 2016 www.avrassociates.com

Contact Information Hal Lunka 3687 Jenny Lane Broomfield, CO 80023 303-748-3788 cell lunka214@msn.com © AVR Associates, Ltd. 2016 www.avrassociates.com