1. Dr. Tamerin Capellino Associate Professor Fall Immersion 2017
Building Teams
Dr. Tamerin Capellino
Associate Professor
Fall Immersion
2017

2. “A Penny for Your Thoughts”
Each group member is given a coin (penny, nickel, dime, quarter) with different dates of issue. At your tables, take turns responding to the following prompts:
What was your greatest challenge you experienced in that year?
What was your greatest success in that year?
What would you do differently if you could?  
Team building activities are useful for improving team dynamics, building trust, facilitating communication and teamwork.

3. That Used to Be Me-1977 My greatest challenge…… My greatest success …
That Used to Be Me My greatest challenge…… My greatest success ….. If I could, I would have ……

5. Transformational Change & Team Development

7. Transformational Change
EDOL 700
EDOL 700, 706
EDOL 707
EDOL 708, 720
EDOL 709
EDOL 705, 780
EDOL 780
EDOL 724
Anderson & Ackerman Anderson

8. Kotter’s Model on Change
EDOL 700, 706
EDOL 705, 707, 708, 709
EDOL 780, 720, 721, 723, 724

9. Team Development

10. Team Development Theories

11. Tuckman Model (1965)

12. Think about the best team experience you have ever had professionally
Think about the best team experience you have ever had professionally? What characteristics did the team have? Create a list of characteristics based on your responses.

13. Characteristics of Effective Teams
PURPOSE
Common Identity
Common Tasks
Sense of Potency/Success
COMPOSITION
Clear Definition of Team Membership
Recognition of Individual Contributions
Balanced Roles
INTERACTION
Mutual Trust
Sense of Relationship
Open/Direct Conflict
Common Base of Information
High level Question-Asking and Listening
Healthy level of Stress
Toleration of Errors
Flexibility and Responsiveness
STRUCTURE and CONTEXT
Clear Understanding/Acceptance of Group Structure
Periodic Attention to Group Maintenance
Recognition/Mitigation of Outside Forces
Characteristics of Effective Teams

14. Team Dysfunctions

15. Think about the worst team experience you have ever had professionally
Think about the worst team experience you have ever had professionally? What dysfunctions did the team have? Create a list of dysfunctions based on your responses.

16. Five Dysfunctions of a Team ASSESSMENT

17. TEAM ASSESSMENT Rate how each statement applies to your team.
Total your scores on the recording sheet.
How did your team rate?
What are some challenges you have experienced working in teams as a team member and/or leader?

19. The Five Dysfunctions of a Team
Dysfunction #1 = Absence of Trust
The fear of being vulnerable with team members prevents the building of trust within the team. This includes being unwilling to admit their mistakes, weaknesses or needs for help. Without a certain level of comfort among team members, a foundation of trust is impossible.
Strategies for Overcoming:
Identify and discuss individual strengths and weaknesses. (Myers-Briggs)
Spend considerable time in face to face meetings and working sessions.

20. The Five Dysfunctions of a Team
Dysfunction #2 = Fear of Conflict
Teams are lacking on trust are incapable of engaging unfiltered, passionate debate about key issues, causing situations where team conflict can easily turn into veiled discussions and back channel comments. The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict ultimately resulting in inferior decisions and results.
Strategies for Overcoming:
Acknowledge that conflict is required for productive meetings
Establish common ground rules for engaging in conflict
Understand l team member’s natural conflict styles
Mine for conflict

21. “Conflict without trust becomes politics.”

22. Types of Conflict DESTRUCTIVE CONSTRUCTIVE
Diverts energy from more important activities and issue.
Destroys the morale of people or reinforces poor self- concepts.
Polarizes differences in values.
Deepens differences in values.
Produces irresponsible and regrettable behavior such as name calling and fighting.
CONSTRUCTIVE
Opens up issues of importance resulting in their clarification.
Results in the solution of the problems.
Increases the involvement of individuals and internal cohesiveness.
Causes authentic communication to occur.
Serves as a release for pent up emotion, anxiety and stress.
Helps build cohesiveness among people sharing the conflict, celebrating in its settlement, and learning about each other.

24. The Five Dysfunctions of a Team
Dysfunction #3 = Lack of Commitment
Without conflict, it is difficult for team members to commit to decisions. The lack of clarity or buy-in prevents team members from making decisions they will stick to and often will make star employees, disgruntled.
Strategies for Overcoming:
Review commitments at the end of each meeting to ensure all team members are aligned
Adopt a “disagree and commit” mentality – make sure all team members are committed regardless of initial disagreements

25. “If they don’t weigh in, they don’t buy-in.”

26. The Five Dysfunctions of a Team
Dysfunction #4 = Avoidance of Accountability (usually the lowest scored area)
When teams don’t commit to a clear plan of action, the need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance.
Strategies for Overcoming:
Explicitly communicate goals and standards of behavior
Regularly discuss performance versus goals and standards
Encourage peer to peer accountability

27. “Behavioral accountability drives results”

28. The Five Dysfunctions of a Team
Dysfunction #5 = Inattention to Results
Team members naturally tend to put their own needs (ego, career development, recognition, etc.) ahead of the collective goals of the team when individuals aren’t held accountable. The pursuit of individual goals and personal status erodes the focus on collective success.
Strategies for Overcoming:
Keep the team focused on tangible group goals.
Celebrate small wins.
Reward individuals based on team goals and
collective success.

29. Five Dysfunctions of a Team-Lencioni

30. How is your team performing?
Revisit your team assessment results.
What are the top three challenges facing your team?
What is one strategy you can employ next week to improve your team’s functioning?

31. EDOL 706 Team and Group Dynamics

32. Looking ahead to Fall II………
You will form a Transformational Change Leadership Team (TCLT) to support the identification and implementation of a Transformational Change Project TCP.
*The goal of the course is to provide frameworks/theories to form a lens for you to view teams, diagnose dysfunction, plan interventions and build effective teams.

33. Get the Right People
Leaders ”start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats.”
-Jim Collins

34. Transformational Change Leadership Team (TCLT)
Students will identify the change leadership roles needed to implement a transformational change in an organization and develop a Transformational Change Leadership Team (TCLT).
A Launch Planning TCLT that is preparing for the launch of a TCP that has already been identified and has approval of the sponsor/organization OR
An Exploratory TCLT that is looking at possible transformational change projects in the organization.  This second option is a modification of the assignment for students who have not yet identified a possible change project or who do not yet have approval of the sponsor/organization for the project.

35. Transformational Change Leadership Team
Communication Plan
EDOL 705
Strategic Plan
EDOL 708
Evaluation Plan
EDOL 709
*You will engage your TCLT throughout the TCP planning, implementation and evaluation process. This is just a “snapshot” of assignments that include the participation of your TCLT.

36. Transformational Change Leadership Team (TCLT)
Consider whether you need to include representatives of stakeholder groups that will be impacted by the change.
Identify the leadership team members you believe are needed to explore and identify transformational change in the organization.
Provide a clear rationale for why you selected each team member identified and qualities you believe they bring to the team (use pseudonyms).  
Describe specifically the individual’s unique experiences, background, communication style, personality characteristics and cultural background that you value and will contribute to the team.

37. Consider whether you need to include representatives of stakeholder groups that will be impacted by the change.

38. Identify the leadership team members you believe are needed to explore and identify transformational change in the organization.

39. Provide a clear rationale for why you selected each team member identified and qualities you believe they bring to the team (you will be using pseudonyms).  
Describe specifically the individual’s unique experiences, background, communication style, personality characteristics and cultural background that you value and will contribute to the team.

40. Questions?