1. Team Dynamics
Dr. Cook
February, 2018

2. Team Status
Forming
Storming
Norming
Performing

3. Gantt Chart List of all tasks Dates and expected elapsed times
Responsibilities
Dependencies

4. A. Functional Team Structure

5. Team Leaders Set vision for the project
Negotiate rather than “bark instructions”
Obtain team commitment to accomplish goal
Four keys to effective leadership:
2-way communication to allow information to flow easily
Strong commitment to the interests of the team members
Predictable behavior, honoring promises and commitments
Respect and recognition for contributions of team members

6. Timeless Truths Not possible to be objective
Unreasonable to expect someone else to do something you aren’t willing to do yourself
Power has limits
No one likes to be talked down to
We are trained to be good with technical problems, but generally receive no training on dealing with people
People always have a reason for their behavior
Feelings are facts, people make decisions on how they feel

7. Team member behaviors Energy and excitement are needed
Productive contributions count
Build Trust, Avoid Jealousy
Leaders emerge
Avoid union mentality
Waiting to be told what to do
Avoid slacking off, “not my job”
No “I” in Team – celebrate wins together

8. 360o Evaluation

9. http://upload. wikimedia. org/wikipedia/commons/1/1f/MyersBriggsTypes

10. Behavior Screen B B B B B B B
Only in the center do problem-solving skills work well.
This course is to help get you into the center of the behavior screen. B B

11. Productive Behavior Even emotions High Performance No conflict
Busy and Happy B B B

12. Unacceptable Behavior
Low output
Unhappy
Complaining
Depressed B B B

13. Signaling Behavior Irate Many conflicts Unfocused Overcommitted B B B
Emotional Stress load is high
Ideal outcome is that they can solve the problems on their own.

14. Problem Ownership Other owns a problem I own a problem
Active Listening B B B B
Conflict Resolution B B

15. Active Listening
Conversation will often be initiated by those who feel overwhelmed
Assist others in finding their own solutions
Re-directing effort
Providing a sounding-board for solution evaluation
Empower others to find solutions and manage their time

16. I messaging/Conflict resolution
Initial observation is that there is a lack of motivation
May be due to lack of training or experience
Goal is to find solutions, offer help and provide timely advice
Do not attack and put the other person on the defensive
State the problem specifically:
“When I observe that our work slows down because of our conversations about sports, I feel anxious.”
Can we talk about sports over lunch?