Housekeeping & Last week Q’s OD News Team building Team experiences Background on TB Teams design TB program Discuss team building Next week: Innovation diffusion & transition management

Considerations for the final paper The focus of the paper should be at the team or organizational level, not the individual The purpose of the paper is to demonstrate your use of the terms and concepts, vocabulary, and familiarity with the application of OD practices– be sure you demonstrate these, not just your familiarity with the situation which you had before the course Assume the reader is a manager but not necessarily expert in OD. Explain your terms and reasoning. Develop your argument and provide support (citations) for your key assertions Other questions?

Team Building in OD “You Americans have caught on to our secret of productivity in Japan– teams! But we will still win. You think all you need to do is to put people together in groups and something will happen. We know that’s only the beginning.” -- President of Matsushita

When it just doesn’t work our the way you planned— The failure of teams… 6 out of 10 work teams fail It may take a year or more for new teams to reach pre-team performance levels SDWT’s work least well during downsizing (when most needed) 58% of executives express frustration in developing and sustaining team motivation >50% of teams fail due to unclear or changing objectives, lack of accountability or management support Managers report limiting effort on 56% of their teams

In a study of 569 managers, they reported that they limited their efforts or input in over 56% of the teams in which they participated. The major causes for giving up were cited as: Presence of someone with expertise (73%)--I wasn't needed Presentation of compelling argument (62%)--I didn't have other information for an argument Lack of confidence in ability to contribute (61%)--I wasn't prepared or there were other "high power" people. Unimportant or meaningless decision (52%)--why waste my time? Pressures to conform to team decision (46%) --groupthink at its best! Dysfunctional decision making climate (39%)--you want me to risk what?! When Team Members Give Up

1.What’s the difference between successful & unsuccessful teams? 2.When should team-building be done?

Risk-Taking How does self-disclosure fit into team building?

Task Social High Low HighLow Joining Adjourning What are the assumptions of a “developmental model”?

What should you consider in designing team building? Background History, norms, culture Context of current request Why now (not 6 months earlier/later?) What happens if TB is not done? What do you want to be different? What’s prevented this from happening until now? Evaluation What are the immediate, short and long term indications that TB was successful? (e.g., Kirkpatrick Model) Design Sufficient time (2-3 hours); protected time (retreat) Homework, preparation Legitimacy, authorization, support Materials (handouts, surveys, facilities, A-V, etc.) Structured exercises & processing

Kirkpatrick Evaluation Model Participants immediate reaction: Did you enjoy it? Learning outcomes: did you get what you expected? Meet objectives? Transfer to work: Did you take the new learning to work & apply it? Outcomes: Did it contribute to an observable & material difference? What outcome measures might be considered regarding outcomes?

Positive experiences Key incidents 16 weeks X X X X X X X X X 3 hours Microlab ######### Negative experiences Sequence of structured exercises T-group (Training Group) Weir’s model of experiential learning

The Dimensions of Style (Jungian Model) Introversion/Extraversion— What energizes you? Sensing/Intuiting— What is the focus of your attention? Thinking/Feeling— How do you make decisions? Judging/Perceiving— How do you structure your behavior?

What energizes you? Introversion-Extraversion Introversion quiet concentration like details & dislike generalizations not remember names and faces work one project for long periods interest in idea behind task think before acting work well alone less communicative Extraversion variety & action like fast, uncomplicated procedures good at greeting people impatient with long slow tasks results oriented don’t mind interruptions act first, think later like people around communicate freely

What is the focus of your attention? Sensing-Intuiting Sensing Dislike new problems Use established methods Like using old skills more Work steady and paced Step by step conclusion Patient with routine details Don’t trust inspiration Rare errors of fact Good at precise work Intuiting Like new problems Dislike repetition Enjoy learning new skills Bursts of energy Reach conclusions quickly Impatient with routine details Patient with complexity Follow inspirations Errors of fact Dislike time for precision

How do you make decisions? Thinking-Feeling Thinking Not show or uncomfortable with emotions Hurt feelings without knowing Analysis & logical order Conflict is OK Decide impersonally Fairness & justice important Can reprimand & discipline Responds to ideas Firm-minded Feeling Aware of people & feelings Pleasing people Like harmony; dislike conflict Decisions influence by likes & wishes Need occasional praise Dislike discipline and control Respond to values & feelings Sympathetic

How do you structure your behavior? Judging (structure)-Perceiving (change) Judging Make plans and follow them Things settled and finished Decide too quickly Dislike changing priorities Not notice new things Just the essentials Satisfied with decision Perceiving Adapt to changing situations Leave things open Open-ended decisions Too many unfinished projects Postpone unpleasant jobs Want to know everything Curious and open to ideas

1.What is our understanding of the goals and objectives which this team was organized to achieve? How can we ensure we are all going in the same direction? 2.What special skills, information, backgrounds, and expertise do each of us bring to this team? 3.What structure, format, or style do we prefer for our meetings? 4.What roles do each of us prefer on a team? What are our strong and weak roles? Which do we over/underuse? 5.What are our preferred styles of working and relating? How can these differences be used to complement each other, and be sequenced for more effective problem solving? 6.What stresses each of us? How might our styles change under pressure? What can we look for as signs of stress? How can we give useful and acceptable feedback and support at these times? 7.About what are we most likely to disagree? What are our preferred modes of conflict and conflict resolution? How can we disagree constructively? 8.What can we do to enhance the identity and cohesiveness of this team? How can we create our own team culture? 9.What norms do we bring from other team experiences? What norms would we like to explicitly include or avoid? 10.How can we ensure a team culture in which we can freely question and update restrictive norms? 11.How can we best monitor and discuss our team processes so we can continue to develop and improve? Stage 1: Forming Assessing resources & setting direction Stage 2: Storming Positioning, influence, conflict, complemen- tarity Stage 3: Norming Identity, cohesion, monitor norms Stage 4: Performing Maintain high performance

Your task is to: design a hour team-building experience for a specific group and setting prepare a brief class presentation of your design (include outline of objectives, activities & rationale) Reflect on and discuss your own team processes in constructing this design: What did we observe about our own team processes? What should we stop, start, or continue?