Team Leadership AGED 3153

Thought for the day… “Strength lies in differences, not in similarities.” ~ Steven Covey

Overview Stages of group development Reacting to difficult types Group decision making techniques Group decision pitfalls

Stages of Group Development Tuckman & Jensen

-Set boundaries - Clarify task - Define task - Feeling out - Size up one another - Establish “turf” - Help set boundaries - Do homework - Written tips - Establish open climate StageTaskRelationshipLeader -Identify alternatives - Look at “big” picture -Differences - Conflict develops - Confrontation - Present conflicts - Mediate conflicts - Maintain communication -Make decisions Select alternatives - Listening to understand - Compromise - Sharing information -Decision Making 1. Vote 2. Consensus 3. NGT

- Conduct task - Follow through with decision - Identify & establish functional roles - Delegating - Stress & time management - Others to gather info. StageTaskRelationshipLeader - Closure of task - Evaluate results - Evaluate 1. Process 2. Roles - Interpret - Foundation for future roles

Reacting to difficult types : Aggressor: intimidating, hostile loves to threaten – –Listen to everything the person has to say – –Avoid Arguments and be formal – –Call the person by name. – –Be concise and clear with your reactions. Undermine: takes pride in criticism and in sarcastic & devious ways –Focus on the issues –Don’t acknowledge sarcasm – Don’t overreact

Reacting to difficult types Unresponsive: difficult to talk to and never reveals her/his ideas – –Ask open-ended questions – –Learn to be silent– waiting for the person to say something – –Be patient and friendly Egotist: knows it all and feels and acts superior –Make sure you know the facts –Agree when possible and ask questions and listen –Disagree only when you know you’re right

Group Decision Making –Majority rules –One alternative from many is selected –entire group of people come to an agreement –ideas are collected and synthesized to reach one acceptable answer –Steps for idea presentation that aids in reaching consensus more quickly

Consensus Achieve better solutions Promotes growth of group No ideas are lost Correct model for issues that are emotional, involve ethics, politics, morals or personal investment Everyone has opportunity to present idea/ideas and make sure they are understood

Consensus Common values Group process & conflict resolution skills Commitment & responsibility to group Sufficient time for all to participate Non-supportReservations Standing aside Blocking/ totally rejecting process Withdrawing Positive Difficulties

Nominal Group Technique (NGT) Used to: –Identify key issues to be explored –Identify issues that concern many people –Formative evaluation or review –Give participants a sense of ownership

Nominal Group Technique (NGT) Set-up –Audience in groups of no more than 12 around a table –2 people serve as group leaders –1 as facilitator –1 as recorder –Facilitator asks for introductions and explains process

Nominal Group Technique (NGT) Five steps –Individual thought –Collect responses –Vote or prioritize –Discuss –Ranking for cumulative totals

Group decision pitfalls – –Results in poor decision making – –Occurs when the group seeks conformity and unity In order to maintain peace Members never waiver from supporting the decision – –Examples – –Taking actions contradictory to what is really wanted – –Ends with blame and negative responses to the original decision – –Examples

Group Think and the Challenger Preventative strategies –Establish an open climate –Avoid the isolation of the group –Assign the role of critical evaluator –Avoid being too directive

The Abilene Paradox Each member mistakenly believes that their own preferences are counter to the groups –And fail to raise objections Examples

Summary All teams go through development Group decision making –Consensus –NGT – Vote Decision pitfalls –Group think –Abilene Paradox