1. Why Teams?

2. Teams Outperform individuals acting alone or in groups Outperform individuals acting alone or in groups Often necessary to lead deep and lasting organizational change Often necessary to lead deep and lasting organizational change

3. Definition A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable Katzenbach and Smith, 1993

4. Teamwork Represents a set of values that encourage listening and responding constructively to views expressed by others, giving others the benefit of the doubt, providing support, and recognizing the interests and achievements Represents a set of values that encourage listening and responding constructively to views expressed by others, giving others the benefit of the doubt, providing support, and recognizing the interests and achievements Requires both individual and mutual accountability Requires both individual and mutual accountability

5. Results: Collective Work Products What two or more members must work on together What two or more members must work on together –Reflects the joint, real contribution of team members.

6. Groups vs. Teams GroupsTeams MembersIndependentInterdependent GoalsIndividual/groupMutual Cognizance of membership Individual may not know Individuals know Leadership Identified n=1 Shared ProductsIndividualCollective RewardIndividualCollective ConflictReactiveExpected

7. Essential Elements of Teams 1. Structure 2. Administrative leadership 3. Shared values 4. Positive interpersonal relationships 5. Teamwork skills 6. Measure progress (or lack of) Process and outcome Process and outcome

8. Stages of Team Development Forming Forming –Acquaintance Storming Storming –Trial and error; group indecision Norming Norming –Critical change and resolution –Commitment to teamwork Performing Performing –Team maintenance –Recognize interrelationships

9. Advantage/Disadvantage Potential for superior work products Potential for superior work products Teams offer more room for growth Teams offer more room for growth Builds organizational commitment and unity Builds organizational commitment and unity Powerful tool for leading change Powerful tool for leading change Require more time,energy, discipline Require more time,energy, discipline Not for everyone Not for everyone Members must pull their own weight Members must pull their own weight Resistance or resentment for Resistance or resentment for not honoring hierarchical structure

10. Working as teams: An opportunity to experience teamwork firsthand

11. The Team Process: Helping to create high or “higher” performing teams

12. Differences Between Teams and Committees Leadership is shared Leadership is shared –Team leaders provide organization and facilitation –Other team members assume leader role as appropriate Teams use of the consensus model for decision making Teams use of the consensus model for decision making

13. Consensus is a Process for Group Decision-Making A method by which an entire group (team) of people can come to agreement A method by which an entire group (team) of people can come to agreement Input and ideas of all participants synthesized to arrive at a final decision acceptable to all Input and ideas of all participants synthesized to arrive at a final decision acceptable to all

14. Through the Consensus Process Teams: Work to achieve better solutions Work to achieve better solutions Work to promote the growth of community and trust Work to promote the growth of community and trust

15. Consensus vs. Voting Voting is a means by which we choose one alternative from several Voting is a means by which we choose one alternative from several Consensus is a process of synthesizing many diverse elements together Consensus is a process of synthesizing many diverse elements together

16. Voting is a Win or Lose Model Voting is a Win or Lose Model More often concerned with the numbers it takes to "win" than with the issue itself More often concerned with the numbers it takes to "win" than with the issue itself –Can create “winners” & “losers” –Tends to induce lobbying –Factions may emerge Cause fragmentation of teams Cause fragmentation of teams Is a quantitative, rather than qualitative, method of decision- making. Is a quantitative, rather than qualitative, method of decision- making.

17. Through Consensus Team members work through differences to reach a mutually satisfactory position (“mutuality”) Team members work through differences to reach a mutually satisfactory position (“mutuality”) It’s possible for one person's insights or beliefs to sway the whole group. It’s possible for one person's insights or beliefs to sway the whole group. Ideas are not lost Ideas are not lost –Every member's input is valued as part of the solution.

18. Teams Committed to a Consensus Model May utilize other forms of decision making (compromise, majority rules) when appropriate May utilize other forms of decision making (compromise, majority rules) when appropriate May use a “straw poll” as a tool to help to identify the degree of disagreement May use a “straw poll” as a tool to help to identify the degree of disagreement Are not forbidden from voting Are not forbidden from voting Voting may be the best alternative in gridlock Voting may be the best alternative in gridlock

19. Consensus Process Works Best When Dealing With: –Issues that bring up a lot of emotion –Issues that concern members’ ethics, politics, or values –Other issues where investment and stakes are high The degree of investment is often expressed with great emotion The degree of investment is often expressed with great emotion

20. Coming to Consensus Requires: Patience Patience The ability to tolerate ambiguity The ability to tolerate ambiguity Accepting and working with dissent, disagreement, or controversy Accepting and working with dissent, disagreement, or controversy Remaining solution focused Remaining solution focused Real teamwork! Real teamwork!

21. Working in Groups Use the EASY approach Use the EASY approach –Elicit comments or explanations from others –Ask open-ended questions about the topic –State the obvious – summarize –Your opinion is important, but is not likely to be as important as the collective wisdom of the group

22. Before you Criticize Ask: Ask: –Is the timing right? –Is the setting right? –Am I the right person to make the criticism?

23. When You Criticize Evaluate the consequences of making the criticism Evaluate the consequences of making the criticism Start your statement with “I” Start your statement with “I” Don’t use the term “always” Don’t use the term “always” Include your feelings Include your feelings Offer a solution Offer a solution

24. Be Solution-Focused Criticism alone is too easy and can be irresponsible Criticism alone is too easy and can be irresponsible Try to bring a possible solution or be brave enough to admit you have nothing better Try to bring a possible solution or be brave enough to admit you have nothing better Be willing to compromise Be willing to compromise Be prepared to accept responsibility Be prepared to accept responsibility