1. Team Feedback Reading/LectureSelf Assessment of your and other member’s behaviors Team Discussion Salas et al Article Complete Team Feedback form (download) Learning Goals for yourself Give team feedback

3. Feedback Attention To Self Attention To Task Performance - + Recall… Feedback for INDIVIDUALS improves performance if it focusses attention on task

4. Negative Feedback Performance Attention to factors EXTERNAL to team (e.g., making excuses) Attention to individual members (e.g., blaming) Attention to factors INTERNAL to team - - + How does feedback operate for TEAMS

5. Negative Feedback Attention to task strategies Lower Performance Attention to team identity Feedback matches team’s identity as having room for growth Feedback mis-matches team’s identity as having room for growth Higher Performance Attention to factors INTERNAL to team +

6. Overview of Team Feedback Session Individual team members write privately about positive and negative team behaviors Members share written comments with team –Talking “stick” rule https://www.youtube.com/watch?v=HUxi-Zc45tA Individual team members identify learning goals for how to improve as members in future teams

7. Share Mental Models Mutual Trust Closed-loop Communication Team Leadership Mutual Performance Monitoring Team Orientation Back-up Behavior Adaptability Team Effectiveness Structure feedback around team model

8. Shared Mental Models Mutual Trust Closed-loop Communication Let’s consider the outer dimensions

9. Did your team have Closed-loop Communication Definition – Exchange of information between a sender and a receiver irrespective of the medium & with minimal “links” in communication Specific Behaviors – Following up with team members to ensure message was received. – Acknowledging that a message was received. – Clarifying with the sender of the message that the message received is the same as the intended message.

10. Did your team have a shared Mental Model General Knowledge – An organizing knowledge structure about how the team members will interact – E.g., How to make decisions – A shared understanding of the relationships among the tasks that the team is engaged in – E.g., how the various tasks in the assignment are related Specific Behaviors – Anticipating and predicting each other’s needs. – Identify changes in the team, task, or teammates and implicitly adjusting strategies as needed

11. Did your team have Mutual Trust General Attitude – Shared belief that team members will perform their roles and protect the interests of their teammates Specific Behaviors – information sharing, – willingness to admit mistakes & accept feedback

12. Team Leadership Mutual Performance Monitoring Team Orientation Back-up Behavior Adaptability Moving onto the inner dimensions

13. Did you/your members display Team Leadership General Skills – Direct and coordinate the activities of other team members, assign tasks, plan and organize, – Motivate team members – Establish a positive atmosphere – Develop team knowledge, skills, and abilities to make them involved in the challenging task E.g., Technical Knowledge (research skills, statistical skills), Interpersonal Skills (e.g., ensure that group members take turns being the “spokesperson”?)

14. Specific Behaviors – Facilitate team problem solving. – Provide performance expectations and acceptable interaction patterns. – Synchronize and combine individual team member contributions. – Seek and evaluate information that affects team functioning. – Clarify team member roles. – Engage in preparatory meetings and feedback sessions with the team. Did you/your members display Team Leadership

15. General Dimension – Propensity to take other’s behavior into account during group interaction – Belief in the importance of team goal’s over individual members’ goals. Specific Behaviors – Take into account alternative solutions provided by teammates, – Appraise team input to determine what is most correct. – Increased task involvement, information sharing, strategizing, participatory goal setting. Did you/your team members have a high Team Orientation

16. Did members engage in Backup Behavior General Skills – Ability to anticipate other team members’ needs through accurate knowledge about their responsibilities. – Ability to shift workload among members to achieve balance during high periods of workload or pressure. Specific Behaviors – Recognize that there is a workload distribution problem in team – Shift work responsibilities to underutilized team members. – Complete whole task or parts of tasks by other team members

17. Did your team display Adaptability General Skills – Ability to adjust strategies based on information gathered from the environment via backup behavior and reallocation of intra team resources. – Alter a course of action or team repertoire in response to changing conditions (internal or external). Specific Behaviors – Identify cues that a change has occurred, assign meaning to that change, develop a new plan to deal with the changes. – Identify opportunities for improvement and innovation for habitual or routine practices. – Remain vigilant to changes in the internal and external environment of the team.

18. Did members engage in Mutual Performance Monitoring General Skills – Develop common understandings of the team environment – Apply appropriate task strategies to accurately monitor teammate performance. E.g. How did your team do research on the hypothesis (e.g., made notes to share? Shared search strategies?) Specific Behaviors – Identifying mistakes and lapses in other team members’ actions. – Providing feedback regarding team member actions to facilitate self-correction

19. Individuals write about your own Team SAMPLE FINAL EXAM QUESITONS Download form from portal Describe one POSITIVE and one NEGATIVE behavior for any TWO teamwork dimensions Explain how the positive and negative behaviors affected your team’s performance Suggest one thing your team can do to –sustain the positive behaviors –prevent the negative behaviors

20. Share Mental Models Mutual Trust Closed-loop Communication Team Leadership Mutual Performance Monitoring Team Orientation Back-up Behavior Adaptability Team Effectiveness

21. Team Feedback Session

22. Using the Talking Stick for Team Feedback Each team will be given a paper stick to share with the team members Every member has a turn with the paper stick When a member has the stick it is that person’s ‘turn’ to give feedback and the rest of the team members to listen

23. Attention To Self Attention To Task Performance - Feedback Behaviors + Recall Feedback for INDIVIDUALS improves performance if it focusses attention on task

24. Concentrate on behavior not person, Be descriptive Specify consequences of behavior Stick to facts, be specific and direct Don’t use labels/exaggerate i.e., generalize Be clear about your motives Talk about yourself, not about the other person Phrase the issue as a statement, not a question Restrict your feedback to things you know for certain Check recipient has understood Listen to recipient's concerns Help find a solution and develop learning goals 24

25. SequenceExplanation 1. “When you…” Start with a “When you…” statement that describes the behavior without judgment, exaggeration, labeling, attribution, or motives. Just state the facts as specifically as possible. 2. “I feel…” Tell how the behaviour affects you. If you need more than a word or two to describe the feeling, it’s probably just some variation of joy, sorrow, anger, or fear. 3. “Because I…” Now say why you are affected that way. Describe the connection between the facts you observed and the feelings they provoke in you. (4. Pause for discussion) Let the other person respond. 5. “I would like…” Describe the change you want the other person to consider 6. “Because…” … and why you think the change will alleviate the problem. 7. “What do you think?” Listen to the other person’s response. Be prepared to discuss options and compromise on a solution. 25

26. Instructions for those without the “stick” –Try to give your full attention to the person –You may not ask questions as the person speaks –You may acknowledge with facial expression, nodding or by saying “I see” or “I Understand” –If you don’t understand, write down your questions for clarification for later

27. After everyone has a chance with the stick For those who have questions for clarification for speaker –To ensure you fully understood the speaker, you may repeat back some of the things you have heard –Speaker please correct anything that is said incorrectly

28. Listen carefully Avoid being defensive Check your understanding Ask for examples Acknowledge the valid points of the feedback Raise concerns Decide what to do with it –Set learning goals 28

29. After team feedback discussion Individuals…identify TWO team-work dimensions or behaviors that YOU will focus on improving how to do in your next team assignment –E.g., team leadership? Team orientation? Set specific and difficult learning goals –Identify strategies YOU can use to exhibit these team work behaviors or dimensions Use checklist from form to develop procedures, processes or strategies SAMPLE FINAL EXAM QUESITONS Download form from portal

30. Examples of Learning Goals for “Team Presentations” –Learning how to develop a strong argument –Learn how to improve presentation skills –Learning how to present a complex issue to a lay audience How can you improve on these? –E.g., Use Duarte readings on presentations to generate a list of behaviors/strategies

31. To develop learning goals for “Mutual Performance Monitoring” 1.Consider either General Skills or Specific Behaviors General Skills – Develop common understandings of the team environment – Apply appropriate task strategies to accurately monitor teammate performance. Specific Behaviors – Identifying mistakes and lapses in other team members’ actions. – Providing feedback regarding team member actions to facilitate self-correction 2.Think of Strategies to learn these Skills / Behaviors

32. What to ImproveStrategies Specific Behavior: Provide feedback regarding team member actions to facilitate self- correction 1.Stick to facts, be specific and direct 2.Don’t use labels/exaggerate/generalize 3.Specify consequences of behavior 4.Restrict your feedback to things you know for certain 5.Check recipient has understood 6.Listen to recipient's concerns 7.Talk about yourself, not about the other person General Skills Apply appropriate task strategies to accurately monitor teammate performance Allocate Monitoring roles: Timekeeper, Quality Assurance 2. Examples of Strategies to develop learning goals for “Mutual Performance Monitoring”