Team-Building HRT 382

Thanks to: Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors of Leadership and the One Minute Manager Ken Blanchard, Donald Carew, and Eunice Parisi-Carew, authors of The One Minute Manager Builds High Performing Teams R. B. Lacoursiere, author of The Life Cycle of Groups: Group Developmental Stage Theory

Thanks to: Stephen P. Robbins, author of Organizational Behavior: Concepts, Controversies, and Applications Tools for Teams: Building Effective Teams in the Workplace, edited by Craig Swenson Robert H. Woods and Judy Z. King, authors of Quality Leadership and Management in the Hospitality Industry

Individual Development Competence Knowledge Skill Commitment Confidence Motivation

Individual Development Stages

Coaching Choices Directive Behavior Supportive Behavior

Coaching Stages Directing Structure, organize, teach & supervise Coaching Direct and support Supporting Praise, listen & facilitate Delegating Turn over responsibility for decision-making

Group Development Orientation Called “Forming” in Robbin’s model Uncertainty about purpose, structure & leadership Members are “testing the waters” Dissatisfaction Called “Storming” in Robbin’s model Characterized by intragroup conflict Members accept the existence of the team, but individuals resist the constraints on their individual

Group Development Resolution Called “Norming” in Robbin’s model Characterized by cohesiveness, identity, structure, and a set of expectations Members develop closer relationships Productivity Called “Performing” in Robbin’s model Structure of the team is fully functioning Members’ energy has moved from getting to know phases to getting the work done

Group Development Robbin’s model includes a final phase called “Adjourning” This would be characterized by a temporary committee completing a task or achieving results based upon a goal Your team may go through these five stages twice…

Group Developmental Stages

Group Orientation Instructors will form the initial teams The Management Plan and HRT 383 will help you frame your purpose Instructors will offer insight into structure, but what your team does and how it gets accomplished is your business

Group Dissatisfaction What might you expect? The Team Your management position Your week of management Formal vs. Informal Leadership

Group Resolution Behavioral Norms Team “Code of Conduct” Examples:

Example Norms We will maintain and share a positive attitude. We are willing and eager to help one other. We believe in being respectful of each other at all times.

Example Norms We will maintain communication with each other, whether day or night, and we will share all information relevant to the team’s success. We will openly share our thoughts and ideas with the team and we will be courteous and truly listen when others are sharing their thoughts and ideas. We will be open, honest and professional in our communication at all times.

Example Norms We will not bring our personal conflicts to the group. We will follow through on our individual and our team responsibilities. We will be responsible to each other, in part by doing what is needed for others and for accomplishing what is agreed upon.

Example Norms We will refrain from sidebars, plops, and any activities that detract from the group process. We will respect diversity and welcome discussion from all members of the group. We will share their expertise and workload with one another. We will be punctual, prepared, positive, and actively participate in all meetings. Consensus will be reached after thoughtful, inclusive input.

Example Norms We will have fun and be silly! We will have fun and enjoy the process!

Group Production Getting the Management Plan done Why not just jump right in? Creating a guiding purpose Team Philosophy Team Mission

Group Adjournment Temporary break What will happen next quarter? Forming Storming Norming Performing Adjourning

What’s Next? Forming Storming Norming