Let's Review Step 1: Identify the Top Ten Excuses for Failing to Attain Goals Step 2: Prioritize the Team’s Top 3 Step 3: Identify 2 strategies to rid yourselves of these Excuses

Building Team Structure

of a Collaborative Team Developmental Stages of a Collaborative Team Fox & Williams (1999) Fermenting Formulating Functioning Forming

Forming Building Trust Level One: Forming Building Trust During the initial stage, members tend to want clear instructions from others and they are polite in their efforts to learn about each other and their purpose of becoming a team. Trust between team members is crucial for effective teaming. It is usual for teams to experience a lack of trust in the early stages of team-building. Collaborative teams develop trust over time through team members demonstrating that trust is warranted.

A COAT OF ARMS Directions: In Space 1, Draw something that characterizes a recent accomplishment In Space 2, Sketch out something about yourself that very few people know In Space 3, Produce a symbol of how you like to spend your spare time In Space 4, Fill in something you are very good at In Space 5, Write or Draw something that epitomizes your personal motto

Treat team members with respect Tell other team members something personal about yourself Be willing to discuss your feelings openly and honestly Offer support and assistance to others Share the blame if team decisions go wrong or if plans are ineffective Share the recognition and rewards if team decisions are right or plans work Encourage all team members to take part in planning and decision making Be critical of ideas and not people Have fun together

Functioning - Communication & Leadership Level Two: Functioning - Communication & Leadership Demonstrates that a group can become a team by resolving issues of leadership, procedures and purpose. During this stage, members are more comfortable with one another and they communicate freely. Acquiring Collaborative Skills Establishing Group Norms Structuring Practice of Team Skills

Level Three: Formulating Collaborative Decision –Making During this stage, the team establishes a culture of problem solving and develops its unique identity. Consensus Establishing Common Goals Problem Solving

Level Four: Fermenting Dealing with Controversy During this stage, the team feels comfortable in dealing with controversy and functions effectively under highly difficult circumstances A Culture of Addressing Controversy Lapses into Dysfunctionality are less frequent Team Process is established and exercised

Team Membership & Roles

The Importance of Team Composition Who should be on the team? How many members are there on the team? Is anyone missing from the team?

Other Important and Guiding Questions . . . . Who has an interest in participating? Who needs to participate? How many team members are needed? Who has the expertise need to make the best decisions? Who is affected by the decision?

Why am I here? and What am I supposed to do? Common / Shared Interest Discipline-Specific Person-Specific (York-Barr, 1996)

Roles and Responsibilities Team Members ROLE is to be team members as well as a ______________; Team Members have their own roles as defined by their discipline and expertise; Team Members have roles identified by the team; Team Member can exercise Role Release. Role Release . . Allowing team members to step out of their usual roles to become either teachers of other team members or learners taught by other team members. . It involves sharing and recognizing the expertise of fellow team members.

What is my role on this team? Team Specific Roles should: ■ reflect the strengths and talents of the individual member ■ vary to share responsibilities ■ specific roles should be identified and filled ■ be voluntary

Establish a set of Group Norms within your Team . . . What are the rules in which your team will operate? What are the boundaries, behavior and behavior expectations of the team members? Establish a set of Group Norms within your Team . . .

Let’s Take a BREAK

Literature Review Expert Time

Building Team Structure Part II SESSION 4

Establishing Team Goals Goal: A Mental Image of a Desired Future State of Affairs ► Clear ► Measurable ► Attainable ► Have Realistic Time Frames

Keeping Your Eyes on the PRIZE ! Do all the team members know and understand the goals? Are your goals congruent with your value and mission? Is there attention to and evaluation of goals? Are the goals viable? Are there objective and activities designed to reach the goals?

Developing Goal Statements Group Activity Directions: Each group develop two GOAL STATEMENTS that meet the following criteria: ● Relative to your group for this semester ● Attainable ● Measurable ● Clear

How are things done? What are the procedures? Establishing Team Processes How are things done? What are the procedures? Policies Procedures How we agree to make decisions How we agree to communicate What we agree not to do

The Four Key Elements of a Successful Meeting Good Organization: Use a standard agenda format; have the structure set; have timelines set in advance; know the goal of the meeting; make sure all members know their roles; have meeting dates set in advance Good Participation: Remembers to use communication skills; ask questions, test for understanding; summarize; make eye contact; respond to body language; seek full participation, strive for consensus; keep focused on the agenda

The Four Key Elements of a Successful Meeting Resolve Issues – Action Plan: Make sure issues raised, problems identified are dealt with in the action plan; note first steps toward resolution; problem-solve; action steps are tangible, takes assigned to all Summarize and Wrap-up the Meeting: Make sure every agenda item is noted with what actions taken or decision made; read off action plan; noting action step and parsons) responsible, timelines; Note that written action plans will be mailed to members within 2-3 days of the meetings; Note the date of the next meeting orally and on the action plan.

Before the Meeting Define the Goal Select and Notify Participants Schedule room, equipment and Refreshments Develop an Agenda Invite Participants Distribute Agenda Develop Participant List and Touch Based with Non- Participants

During the Meeting Begin on Time Define Goals, Roles and Process Follow the Agenda Use Interactive Behavior Skills Manage Conflicts Summarize End on Time

After the Meeting Evaluate Effectiveness of the Meeting Prepare and distribute Minutes Review Minutes Take Agreed-Upon Action

Action Plan What will be done? Who will do it? When will it be accomplished? How will we know that it is completed?

Efficient Meeting Evaluation Meaningful And Efficient Meeting Evaluation KAIZEN KAIZEN is a Japanese word meaning gradual, orderly, continuous improvement. Opportunity to Improve

See you on Tuesday!