2. EFFECTIVE TEAMING Oregon Response To Intervention Project Cadre 5 October 2009

3. Outcomes  Learn about what makes teams effective  Norms  Purpose  Commitment  Logistics  Communication  Learn how your personality type can contribute to teamwork  Learn how to use this information as a member of your leadership team  Learn how to take this information back to help school teams

4. Objective: Each district will begin to build district and school teams who will lead the RTI process. Objective: Each school district will begin to build district and school teams that will lead the RTI process.

5. Herding Cats

6. Why Teaming ?

7. What Makes an Effective Team?  In teams, discuss the following:  Have you ever been a part of an extremely effective team?

8. Defining “team” Teamwork is an Individual Skill (Avery, 2001) A team is a group of individuals responding successfully to the opportunity presented by shared responsibility.

9. Teamwork Is An Individual Skill

10. Norms  Why are team norms important?  Reduces Conflict & Stress within the Team.  Enables Team Members to Hold Each Other Responsible  Early Resolution of Issues  Enables Team Members to Focus On their Goals & Objectives

11. How do you develop team norms?  Make sure every single team member is there.  Brainstorm all the issues that might create tension in the team  Agree to the top 5 (you can add more later, but getting started with fewer is more effective)  Brainstorm the opposite of the problem - for example if unproductive meetings is an issue then the opposite would be productive meetings

12. What about….  Timeliness  Confidentiality  Participation  Honesty  Openness  Respect

13. Articulating Norms  Articulate the norms using this framework  If we are to (state the positive outcome desired) then we (state the expected behavior/(s).  For example: If we are to have productive team meetings then we start and finish on time, use an outcome oriented agenda and action list, and only one person speaks at a time.

14. Sample Norms  If we are to have productive team meetings  then we start and finish on time  use an outcome oriented agenda and action list  Are honest and open about what we think

15. Develop Your Leadership Team Norms

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22. Critical Components of Teaming  Purpose  Commitment  Logistics  Communication

23. Clear Purpose  Common understanding is key  Improvement of instruction and increased achievement for all students  Not…  Griping  Pass the buck

25. Defining Your Purpose  Develop a purpose statement for your Leadership team. It should:  Be no more than 3 sentences in length.  Provide a standard against which teams can routinely measure themselves.

26. Develop Your Purpose  In your leadership team take 5 minutes to develop your purpose.

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32. Commitment What is each individual’s motivation for joining this team?  Take 2 minutes for individual responses.  Share with your team (1 minute).

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37. Keep in mind... Teamwork is an Individual Skill (Avery, 2001) Every team performs to the level of its least invested member.

38. Logistics

39. Roles Collaboration Works, Inc.  Facilitator  Data manager  Communicator  Recorder

40. Organized Data  Academic and behavioral  Universal screening and progress monitoring  Ready to present – easy to read format

41. Communication: Understanding how your personality impacts your leadership team

42. NORTH  Acting - “Let’s do it”, like to act, try things, plunge in.

43. SOUTH  Caring - like to know that everyone’s feelings have been taken into consideration and that their voices have been heard before acting.

44. EAST  Speculating - likes to look at the big picture and all possibilities before acting.

45. WEST  Paying attention to detail - likes to know the who, what, when and why before acting.

46.  What are the strengths of your style? (2 adjectives)  What are the limitations of your style? (2 adjectives)  What style do you find most difficult to work with and why?  What do people from other “directions” or styles need to know about you so you can work effectively?  What do you value about the other three styles?

47. Strengths and Weaknesses  Back in district groups.  What directions do you have in the group?  Is it well balanced?  What are you missing? Or what is your team’s weakness?  What will you struggle with?  How will you use this information to make your leadership team effective?

48. Communication  How are decisions made in this group?

49. Effective Team Skills: Four Decision Making Options 1. Consensus decisions - involve all 2. Voting - involve all 3. Consultative - alternative when whole group is not necessary for decision 4. Command - alternative when an individual has the specific authority or job requirement to make a decision.

50. Consensus Continuum  Perfectly acceptable. Move Forward.  I can live with it. Move forward.  I think more work is needed before decision is make. Do not move forward.  I do not agree and feel the need to stand in the way of adopting this decision. Do not move forward.

51. Anticipating Conflicts  Discrepant reading achievement in grade levels  Different philosophies  Parents are complaining, “you do everything for the struggling kids”  Lack of follow through on interventions  Agenda, agreements, protocols aren’t followed

52. When working agreements aren’t followed… How do you handle conflict management?

53. Conflict Management Techniques Team Skills:  Take preventative actions  Define a process for resolving conflicts  Facilitating dialogue  Use direct confrontation and feedback  Use consensus building methods

54. A communication strategy Collaboration Works, Inc. DARE:  Data (I notice...)  Assumptions (I think it must be that...)  Reaction (I feel...)  Expectations (I bring this up so that...)

55. Scenario  Every Monday afternoon the team meets to discuss phases of implementation of RTI. The team member responsible for the district’s data consistently shows up late. What do you do?  Use the D.A.R. E strategy

56. Scenario: Least Invest Member  At dinner one night you find yourself complaining about your team, the meetings are boring, the conversations go in circles, and your not sure why you have to attend. One of the working agreements was to “Be Honest.” What should you do?

58. Common beliefs about teaming Teamwork is an Individual Skill (Avery, 2001)  Teams get built by someone and stay that way.  Teams don’t stay built. Many events challenge team dynamics. Professionals should learn how to build and maintain their own teams.

59. Strong Teams Collaboration Works, Inc.  Establish purpose and agenda for each meeting  Define the role of each person  Have data and other materials available  Are accountable for results  Take responsibility for maintaining itself  Evaluate Outcomes  Celebrate Success

60. Five Characteristics Trust Conflict Capable Commitment Accountable Results Collaboration Works, Inc.

61. How will you help your school teams be effective? DDeveloping norms PPurpose CCommitment LLogistics CCommunication CCoaching

62. A closing thought... Individual commitment to a group effort, that is what makes a team work, a company work, a society work, a civilization work. -Vince Lombardi