Building Teams: A Five Day Experiential Learning Event Dr. Dan R. Ebener St. Ambrose University EbenerDanR@sau.edu www.servantleadershipmodels.com

WELCOME TO CLASS Visit with your classmates. Mix around for a while. Introduce yourself. Do not yet open your packet. Do not go through the handouts.

Open your packet Take out contents Name tent Puzzle piece Find your team members – the matching pieces. Find the missing pieces at the table. Place your name tent at table that matches your teammates.

Exercise: Why Us? Why are we a team? Meet in your team room. 25 minutes to introduce yourselves and to discuss: Why you think you are a team. Prepare to report to whole group. Prepare to introduce another member of your team.

“We believe in teams.” 5

Group member introductions Introduce another member of your group Name Place of Work Job Something else about them

Logistics Parking Building Cell phones Recycle bins Lunch Service projects Schedule for the week

Team Building: Tuckman Day One: Forming Day Two: Storming Day Three: Norming Day Four: Performing Day Five: Adjourning

Day One: Forming Feelings Behaviors Tasks Stage 1: Forming Feelings During the Forming stage of team development, team members are usually excited to be part of the team and eager about the work ahead. Members often have high positive expectations for the team experience. At the same time, they may also feel some anxiety, wondering how they will fit in to the team and if their performance will measure up. Behaviors Behaviors observed during the Forming stage may include lots of questions from team members, reflecting both their excitement about the new team and the uncertainty or anxiety they might be feeling about their place on the team. Team Tasks The principal work for the team during the Forming stage is to create a team with clear structure, goals, direction and roles so that members begin to build trust. A good orientation/kick-off process can help to ground the members in terms of the team's mission and goals, and can establish team expectations about both the team's product and, more importantly, the team's process. During the Forming stage, much of the team's energy is focused on defining the team so task accomplishment may be relatively low. Feelings Behaviors Tasks

Exercise: Wisdom of Teams Quiz on Katzenbach and Smith Taken individually in large room. Taken as a group in your team rooms – Consensus decision. Video tape the group conversation. Instructions on camera You have 25 minutes. Back here with both sets of answers.

Individual and Team Scores over “The Discipline of Teams” Mates Score Team Score Difference One Two Three Four Five Average XXXXXXXX

What is a Team? Activity from Silberman (2006, p. 87) To get us started on our discussion of teams and teamwork, I would like you to lift your right hand and move it as if you are clapping. Listen to the sound of one hand clapping. Now, raise your left hand and clap with both hands. If your task is to clap, wouldn’t you want to use all of your available resources? This is an example of how the human system operates on an individual level. Each person has several parts and the parts work together to get things done. Other types of systems such as a six-cylinder care is a well-timed synchronous machine. Each cylinder fires in sequence so the system can function. Now imagine if this car was running on only four or five cylinders. What would happen to its power? Organizational teams are just like individuals and automobiles. The team works best when they use all of their resources, when there is a plan and they have a coordinated system forgetting things done.

Definition of a Team (Katzenbach & Smith) A team is a small number of people with complimentary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. Written in 1993, Jon Katzenbach and Douglas Smith took on the challenge of examining what actual teams and nonteams had to tells us about the challenge and performance of teams. Core elements Small number of people – between 2 – 25, with some teams literature focusing in on 7 – 12 people Complimentary skills – involve technical or functional expertise, problem-solving and decision-making skills, interpersonal skills (communication and constructive conflict) Common purpose – what will be accomplished by working together (who will do what particular jobs, how schedules will be set and followed, what skills need to be developed, how continued membership in the team will be earned, and how the group will make and modify decisions) Mutual accountability – the promise we make to ourselves and to others, grounded in commitment and trust Katzenbach and Smith see “The essence of a team is that of shared commitment.”

The Essence of Teams (Katzenbach & Smith) Shared commitment to: Team purpose and goals. Working together. Mutual accountability. Open-ended discussion Active problem-solving. Assessing performance. Discussing, deciding and doing real work together. “Without it, groups perform as individuals; with it, they become a powerful unit of collective performance.” (K&S, HBR article, p. 1) Investment in developing Team purpose takes time to shape and own. Translating team purpose into performance goals help guides work done together and facilitates accountability. Through the engaging in open-ended discussion and active problem-solving and measuring and assessing performance, allows a team to become more than just the sum of its parts. Like the six-cylinder engine, the doing real work together through discussing and deciding and sharing in the process results in the running of a well-oiled machine.

What is involved in Teamwork? (Katzenbach & Smith) A set of values that fosters: Listening. Responding constructively. Giving the benefit of the doubt. Providing support. Recognizing the interests of others. Giving credit to others for their achievements. These values help teams perform better and promote individual and organizational performance. Yet these values are not exclusive to teams. Katzenback & Smith emphasize the need for joint contributions of team members in order for a team to be realized. As the performance results of teams is the result of combined member input (collective work-products) versus the performance that members do as individuals (which defines a group). Source: Katzenback & Smith in Harvard Business Review 2004

Work Groups vs. Teams Shared leadership role. Individual & group accountability. Team purpose defined by the team itself. Collective work products. Work Groups: Strong, clearly focused leader. Individual accountability. Group purpose is the same as the broader organization. Individual work products.

Work Groups vs. Teams Teams: Work Groups: Meetings are forums for open discussion and problem solving. Effectiveness measured directly by evaluating collective work products. Discusses, decides, does own work together. Work Groups: Meetings are usually tell-us events. Effectiveness measured indirectly (through org. performance) Discusses, decides, delegates.

The Wisdom of Teams

Stages of Team Development (Tuckman & Jensen) Mature (efficient, effective) Team Maturity Failure Immature (inefficient, ineffective) Failure Teams do not form automatically. Bruce Tuckman (1965) proposed it is through a process of interaction and struggle that teams develop. The five stage model developed by Tuckman is presented on screen, The stages are listed across the bottom and the level of maturity of the team graduates from low to high on the vertical axis. The model indicates that failure can happen at any time during the development of a team. The usefulness of this model is in assisting more effective team activity as it moves through each stage. ** Cautionary note, that there has been criticism of this model as teams may not always follow in this stepwise manner through the stages. (It was originally developed from the study of therapy groups not teams – see Tuckman, 1965 in Psychological Bulletin) Merge in B&D 172-179 tie in concepts to Tuckman Failure Forming Storming Norming Performing Adjourning Stage From Hellriegel & Slocum (2004). Organization Behavior. Mason, OH: Thompson-Southwestern

Stages of Team Development (Tuckman & Jensen) Forming Defining goals and tasks, getting acquainted. Storming Working through conflict, hostility and strong feelings. Norming Setting rules, agreeing to processes, building team cohesion. Performing Achieving results effectively and efficiently. Adjourning Forming Defining goals and outlining task procedures Getting acquainted, understanding leadership and member roles Storming Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance Hostility and strong feelings Norming Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules Empathy, concern, positive expression of feelings leading to cohesion Performing Achieving results effectively and efficiently Roles are accepted and understood Value interdependence of work, working together Ultimately, learn and develop from their experiences Adjourning termination

Stages of Team Development (Tuckman & Jensen) Forming: Defining goals. Outlining tasks. Reviewing procedures. Getting acquainted. Understanding leadership and member roles. Forming Defining goals and outlining task procedures Getting acquainted, understanding leadership and member roles Storming Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance Hostility and strong feelings Norming Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules Empathy, concern, positive expression of feelings leading to cohesion Performing Achieving results effectively and efficiently Roles are accepted and understood Value interdependence of work, working together Ultimately, learn and develop from their experiences Adjourning termination

Stages of Team Development (Tuckman & Jensen) Storming: Conflict over work behaviors. Conflict over goals. Conflict over roles and responsibilities. Hostility and strong feelings. Forming Defining goals and outlining task procedures Getting acquainted, understanding leadership and member roles Storming Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance Hostility and strong feelings Norming Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules Empathy, concern, positive expression of feelings leading to cohesion Performing Achieving results effectively and efficiently Roles are accepted and understood Value interdependence of work, working together Ultimately, learn and develop from their experiences Adjourning termination

Stages of Team Development (Tuckman & Jensen) Norming: Agreeing to decision-making process. Setting of rules and norms. Establishing a culture of acceptable behaviors. Leading to commitment and cohesion. Forming Defining goals and outlining task procedures Getting acquainted, understanding leadership and member roles Storming Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance Hostility and strong feelings Norming Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules Empathy, concern, positive expression of feelings leading to cohesion Performing Achieving results effectively and efficiently Roles are accepted and understood Value interdependence of work, working together Ultimately, learn and develop from their experiences Adjourning termination

Stages of Team Development (Tuckman & Jensen) Performing: Achieving results effectively and efficiently. Accepting roles and responsibilities. Value interdependence of work. Working collaboratively. Ultimately, learning and developing from team experiences. Forming Defining goals and outlining task procedures Getting acquainted, understanding leadership and member roles Storming Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance Hostility and strong feelings Norming Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules Empathy, concern, positive expression of feelings leading to cohesion Performing Achieving results effectively and efficiently Roles are accepted and understood Value interdependence of work, working together Ultimately, learn and develop from their experiences Adjourning termination

Essential Characteristics of Real Teams Committed to a common purpose. Purpose is translated into tough specific performance goals. Small size: 2-25. Complementary skill mix. Specific real work for all members. Group accountability.

Common Purpose No common purpose = No team. Typically a response to an outside demand. Gives: Direction. Momentum. Commitment.

Purpose: Translates into tough specific Goals Forge work groups into teams. Compel, energize, motivate. Facilitate clear communication. Enhance constructive conflict. Maintain team focus on achieving results.

Small Size of Teams 2 to 25. Majority less than 10. Logistical problems. Bonding and relationship building. Meetings are work sessions not a distraction.

Size and Number of Relationships Then: 36, 45, 55, 66, 78… 14 = 92 relationships in the group.

Complementary Skill Mix Technical or functional expertise Interpersonal Problem-solving and decision making

Specific and real work for all members Working together for Common Goal. Matching and integrating tasks/skills. Everyone does equivalent amounts of real work - No management drones.

Group Accountability Work group becomes a team when it holds itself accountable: mutual accountability. picking up for team. Group goals. Group reward and recognition.

Three Types of Teams Teams that Recommend things. Teams that Run things. Teams that Make or Do things.

Conclusion Move to teams when: Likely areas: Most important factor: Performance objectives require collective work. Work requires integration of multiple skills, perspectives and experience. Likely areas: Customer service . Total quality management. Kaizan (continuous improvement and innovation). Strategic alliances. Complex multi-functional projects/operations. Most important factor: Clear and compelling Goals

Team Exercise: Analyze the Exchange Return to Team Rooms. Run the video tape of your discussion of the answers – Run 10 minutes of tape. What do you see as you watch the exchange? Use the “Team Work Analysis Sheets”. Back in 35 minutes.

Team Meeting Analysis Sheet Let’s examine our interaction. Will use this form for several meetings. Return to Big Room in 30 minutes. Be prepared for to share one Plus and one Delta in Large Group Discussion.

Team Meeting Assessment Plus Delta What can your group do differently the next time?

Report Back Tell us what you saw? What was effective? What was ineffective? What can you do better next time?

How is a Jigsaw Puzzle like an Effective Team? Puzzles and Teams: Fit together - best when they go together All play a part in creating a full picture Each contributes – has a role to play Different contributions (skills) Each part is needed Lencioni is making the same point with his discussion of the five dysfunctions of teams – all parts of the puzzle need to be in synch for the picture to come in to view.

Patrick Lencioni

The Five Dysfunctions of Teams (Patrick Lencioni) The absence of trust: Defined as “the unwillingness to be vulnerable within the group” (p.188) Only through openness and admittance of weaknesses and mistakes can trust form Invulnerability Absence of Trust

The Five Dysfunctions of Teams (Lencioni) Artificial Harmony Fear of conflict: The lack of trust inhibits the ability of a team to actively engage in open and passionate debate of ideas. Without trust, the discussions will be shallow and consist of guarder comments Fear of Conflict Absence of Trust

The Five Dysfunctions of Teams (Lencioni) Ambiguity Lack of Commitment Lack of commitment: With out healthy conflict – team members will be resistant to committing to the decisions made by only faking agreement in the meeting. Fear of Conflict Absence of Trust

The Five Dysfunctions of Teams (Lencioni) Low Standards Avoidance of Accountability Lack of Commitment Lack of accountability With out buy-in (commitment) there really is no accountability as uncommitted members will default to low standards and little effort As a result there will be “hHesitation to call their peers on actions and behaviors that seem counterproductive to the good of the team” (p. 189) Fear of Conflict Absence of Trust

The Five Dysfunctions of Teams (Lencioni) Status and Ego Inattention to Results Avoidance of Accountability Lack of Commitment Inattention to results Individual needs such as ego and status get put before the team’s needs as accountability is not in place along with the impact of the other three dysfunctions. Fear of Conflict Absence of Trust

The Five Functions They trust one another. They engage in open and honest conflict around tasks and ideas. They commit to group goals and decisions. They hold each other accountable. They achieve collective results.

Team Models Trust Conflict Commitment Accountability Results Tuckman Forming Storming Norming Performing Adjourning Lencioni Trust Conflict Commitment Accountability Results

Wilderness Survival Read instructions. Answer individually first (in large group room). Tape interaction of your team (in small team room). Report your scores to the rest of your team. Make consensus decisions on each of the items. Be prepared to report back to the rest of the class. The instructor will share the experts’ answers to this case. Which items are most important for your survival??

Team Decisions Avoid arguing for your own individual judgments. Approach the task on the basis of logic. Avoid changing your mind if it is only to reach agreement and avoid conflict. Support only solutions with which you are able to agree or at least you can live with the answer. Avoid "conflict-reducing" techniques such as majority vote, averaging, or trading in reaching your decision. View differences of opinion as a help rather than a hindrance in decision-making. Record your discussion for 30 minutes. This is an exercise in group decision-making. Your group is to employ the group consensus method in reaching its decisions. This means that the prediction for each of the fifteen survival items must be agreed upon by each group member before it becomes a part of the group decision. Consensus is difficulty to reach. There fore, not every ranking will meet with everyone's complete approval. As a group, try to make each ranking one with which all group members can at leastpartially agree. Here are some guides to use in reaching consensus.

Expert Decision Discuss method for decision-making. Receive experts’ scores. Calculate individual and group scores. Calculate persuasion scores. Post and discuss.

Team Exercise Analyze “Wilderness Survival” exchange on your team’s video. Run tape, mark worksheet, discuss. Complete “Team Analysis worksheet”. Return in one hour. Be prepared to share one Plus and one Delta for your group interaction.

Team Meeting Assessment Plus Delta What can your group do differently the next time?

Team Exercise: Your Identity Design your own team T-Shirts. Team Name, Motto, Logo, Colors. Try on shirts. Return to big room. Show off your designs. Explain your choices.

Summing and Looking Ahead Building relationships and forming our teams. Wear Team Shirts on Thursday. Tomorrow meet at Panera at 8 a.m. Later we will return here by 10 a.m.

References Katzenbach, J. R. and Smith, D. K. (1993). The wisdom of teams. Boston: Harvard Business School Press. Katzenbach, J. R. and Smith, D. K. (2005). The discipline of teams. Harvard Business Review, 83 (7), 162-170. Lencioni, P. (2002). The five dysfunctions of a team. San Francisco: Jossey-Bass. Tuckman, B and Jensen, M. A. (1977). Stages of small-group development revisited. Groups and organization studies, 2, 419-442. References: Bolman, L. & Deal, T. (2003). Reframing organizations: Artistry, choice, and leadership (3rd ed.). San Francisco: Jossey-Bass. Hellriegel, D. & Slocum, J. W. (2004). Organizational Behavior (10th ed.). Mason, OH: Thomson South-Western. Katzenbach, J. R. and Smith, D. K. (1993). The wisdom of teams. Boston: Harvard Business School Press. Katzenbach, J. R. and Smith, D. K. (July/August 2005). The discipline of teams. Harvard Business Review, 83 (7), 162-170. Lencioni, P. (2002). The five dysfunctions of a team. San Francisco: Jossey-Bass. Tuckman, B and Jensen, M. A. (1977). Stages of small-group development revisited. Groups and organization studies, 2, 419-442.