1. TEAMS Admin Teams For next week…

2. MARSHMALLOW EXERCISE Get into groups of 5 Build the Tallest Freestanding Structure The winning team is the one that has the tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or chandelier. The Entire Marshmallow Must be on Top The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team. Use as Much or as Little of the Kit The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape. The team cannot use the paper bag as part of their structure. You have 18 minutes.

3. CLICKER QUESTION How tall was your structure? (Be Honest!) A. 0-10 inches B. 11-20 inches C. 21-30 inches D. 30+ inches

4. TED TALK Tom Wujec: Build a tower, build a team

5. G ROUPS VERSUS TEAMS Groups: Members primarily accountable to supervisors, not each other Reason for the group’s formation is to assemble diverse expertise for the creation of a product, not to emphasize perspective sharing in on-going collaboration

6. Teams: Team, as a whole (and as individual members), accountable to supervisors More working together Possible emergence of a team culture Emphasis on: Collaboration Creativity Formal and emergent leadership Benefits of diversity

7. IMPORTANT SKILLS Working cooperatively Contributing to groups with ideas, suggestions, and effort Communication (both giving and receiving) Sense of responsibility Healthy respect for different opinions, customs, and individual preferences Ability to participate in team decision-making

8. STAGES OF TEAM DEVELOPMENT Psychologist Bruce Tuckman first came up with the stages of team development in 1965. They included: forming, storming, norming, and performing. He used these stages to describe the path that most teams follow on their way to high performance. He later added Adjourning (sometimes known as mourning).

9. STAGES OF TEAMS

10. FORMING Team members are positive and polite, some are anxious, others are simply excited about the task ahead. Leaders play a dominant role at this stage, because team members' roles and responsibilities aren't clear. Can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues.

11. STORMING People start to push against the boundaries established in the forming stage. Often starts where there is a conflict between team members' natural working styles – can cause many to become frustrated. Team members may challenge leader authority, or attempt to establish their position as their roles are clarified. People may feel overwhelmed by their workload, or they could be uncomfortable with the approach to work. Some may question the worth of the team's goal, and they may resist taking on tasks.

12. NORMING People start to resolve their differences, appreciate colleagues' strengths, and respect authority of leaders. Team members know one-another better, and are able to ask each other for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it. Often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage.

13. PERFORMING Achieved when hard work leads, without friction, to the achievement of the team's goal. Leaders can delegate much of the work, and can concentrate on developing team members. It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.

14. ADJOURNING Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring. Team members may find this stage difficult, particularly if they like routine, or if their future now looks uncertain.

15. T EAM MEMBER ROLES : T ASK ROLES (M C C ORKLE AND R EESE ) Initiator: Makes suggestions Information Seeker: Asks for facts and ideas Information Giver: Shares data Opinion Seeker: Asks for ideas Clarifier: Sums up consensus or progress "Devil's Advocate": brings critical thinking to a topic Procedural Technician: Books rooms, prepared agenda, etc. Recorder: Takes notes

16. M AINTENANCE ROLES Encourager: Listens to others and praises good work Harmonizer: Moderates differences and conflicts Compromiser: Offers ideas to break deadlocks Tension releaser: Uses humour to break tension Gatekeeper: Ensures that everyone has a chance to contribute

17. Observer: Notices nonverbal behaviour; helps avoid miscommunication Follower: Supports the leaders Feeling expresser: Draws attention to emotional tone Standard setter: Focuses attention on how the group works together

18. D YSFUNCTIONAL ROLES Aggressors use aggression to push agendas Blockers resist others' ideas Stage hogs monopolize discussion Clowns joke inappropriately or goof off Deserters don't show up or don't participate Confessors share inappropriate personal feelings

19. Special Interest Pleasers advocate their pet ideas Cynics focus on negatives Playboys or Playgirls flirt or sexually harass Some people think they're one thing (eg, tension releaser) while the rest of the team thinks of them as another (clown)

20. CLICKER QUESTION What types of roles do find yourself gravitating toward? A. Task Roles B. Maintenance Roles C. Dysfunctional Roles D. It depends

21. T EAM PROBLEM SOLVING Functional : Looking for best outcome, can strengthen relationships Supporting other people Seeking agreement, not asserting power Trying to de-escalate conflict, solve problems Focusing on the issue, not the relationship or other irrelevancies

22. Dysfunctional : Participants seen as "good" and "bad” Little goodwill Escalation of conflict Drifting from the point Potential long-term relational damage

23. T EAMS AND S ELF -S ERVING B IAS Many people’s understanding of their performances on teams is hindered by the self- serving bias Self-serving bias: the human tendency to interpret events in a way that attributes credit for good things to the self and blame for bad things to others.

24. Have you exhibited the self-serving bias when on teams? Have you seen others do it?

25. G ROUP / TEAM PROBLEM SOLVING Problem analysis What really is the problem: Task related? Interpersonal? Acute? Chronic? Criteria setting: What values are attached to the problem? What features will a successful outcome have? Brainstorming of possible solutions (avoid “either-or,” bi-polar thinking) Selection of solution Implementation of solution

26. TEAM PROBLEM-SOLVING OUTCOMES Competition (win-lose) May threaten or blame May be useful if your solution genuinely must be followed Compromise (lose/win-lose/win) Concern for others as well as self Everyone gets and gives up something Can be useful in less important decisions or when time is important Can leave everyone feeling unhappy Collaboration (win-win) Concern for everyone Involves taking time to consider all ideas Welcomes new ideas Can be time-consuming or not worth it for less important matters

27. IN GENERAL… Focus on dialogue, not debate. Seek collaboration (in which everyone wins), rather than competition or compromise.

28. LOST AT SEA ACTIVITY Get into groups of 5 1. Individually, rank the following items from 1-15 2. In your teams, rank the same items from 1-15 (Be able to back up your choices - why did you choose one item over another item?) 3. Compare your individual rankings with your team rankings

29. - A sextant - A shaving mirror - A quantity of mosquito netting - A 25 L container of water - Maps of the Atlantic Ocean - A floating seat cushion - A 10 L can of oil/petrol mixture - A small transistor radio - 20 sq feet of opaque plastic sheeting - A can of shark repellent - One bottle of 160 proof rum - 15 feet of nylon rope - 2 boxes of chocolate bars - An ocean fishing kit and pole - A case of army rations

32. SCORING KEY

33. CLICKER QUESTION What was your team score? A. 0 – 25 B. 26 – 32 C. 33 – 45 D. 46 – 55 E. 56 +

34. CLICKER QUESTION Was your team score better or worse than your individual score? A. Better B. Worse C. The same

35. DEBRIEF How did you score individually compared to as a team? What was your team's process for ranking the items? Did any conflicts arise during your deliberation? If so, how did you resolve them?

36. FOR NEXT WEEK Submit TED Talk Readings for Social Media Lecture Check LEARN for SMA groups