1. TEAM DEVELOPMENT Prepared by Clay Bassham, Jeanie Long

2. What did you notice? Volleyball throw Hula-hoop Human knot Volleyball throw Hula-hoop Human knot

3. Ten Essentials of Team Work  Common Goal-believe and see  Leadership-ability to lead and lead  Interaction and Involvement of all-everyone  Individuals self-esteem-everyone valued  Communication-verbal, written, physical  Power to make decision-authority  Process and content-clear on both  Mutual Trust-behavior determines trust  Respect differences-where the line is drawn  Conflict resolution-open and resolved  Common Goal-believe and see  Leadership-ability to lead and lead  Interaction and Involvement of all-everyone  Individuals self-esteem-everyone valued  Communication-verbal, written, physical  Power to make decision-authority  Process and content-clear on both  Mutual Trust-behavior determines trust  Respect differences-where the line is drawn  Conflict resolution-open and resolved

4. Common Characteristics of Effective Team Leaders Coaching Skills Confidence Consistency Creativity Empathic Vision Inspiring Long term focus Maintaining a balance Coaching Skills Confidence Consistency Creativity Empathic Vision Inspiring Long term focus Maintaining a balance Realism Self-esteem Sense of priorities Service mentality Sincerity Technical expertise Trust Willingness to share power Willingness to share credit

5. Two Types of Competencies Technical skills Minimal requirement Knowledge and skill related to team Must know in able to do well Technical skills Minimal requirement Knowledge and skill related to team Must know in able to do well Personal Characteristics Qualities and skills to necessary to resolve issues Allow people to function as a team

6. 7 Predictors of a Successful Team Member Intellectual ability Results oriented Interpersonal skills Team Orientation Planning and organizing Maturity Presence Intellectual ability Results oriented Interpersonal skills Team Orientation Planning and organizing Maturity Presence

7. Roles Task roles Focus on the work Initiator Maximizer Tester Maintenance Team cohesion Individual roles Move from egocentric to Gregorian thinking Task roles Focus on the work Initiator Maximizer Tester Maintenance Team cohesion Individual roles Move from egocentric to Gregorian thinking

8. Three Types of Teams Problem Resolution Rely on trust Sensitive to needs Common sense approach Creative Autonomy Self starters High degree of self confidence Tactical Rely on clarity Action oriented Strong sense of commitment Problem Resolution Rely on trust Sensitive to needs Common sense approach Creative Autonomy Self starters High degree of self confidence Tactical Rely on clarity Action oriented Strong sense of commitment

9. Successful Teams Productive Cohesive Learning Integration Productive Cohesive Learning Integration

10. What are teams? Northouse (p.203) “Teams are organizational groups composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals.” Northouse (p.203) “Teams are organizational groups composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals.”

11. Group vs. Team Team Synergy Group Coexistence Team Synergy Group Coexistence

12. Team Shared leadership roles Individual and mutual accountability Agreed upon purpose Collective work products Active problem-solving Discusses, decides and does real work together Shared leadership roles Individual and mutual accountability Agreed upon purpose Collective work products Active problem-solving Discusses, decides and does real work together

13. Group Clear leader Individual accountability Manager defines purpose Individual work products Discuss and decide as a group, work delegated to one person Clear leader Individual accountability Manager defines purpose Individual work products Discuss and decide as a group, work delegated to one person

14. Stages of Team Development

15. Five Stage Model of Development

16. Forming Group gets acquainted with each other and the expectations of the group Period of uncertainty Members try to find their place in the group Group structure and procedures are established Group gets acquainted with each other and the expectations of the group Period of uncertainty Members try to find their place in the group Group structure and procedures are established

17. Storming Conflicts arise as members resist the establishment of the group Members of the team rebel against the purpose of the group Mutuality and trust is built Conflicts arise as members resist the establishment of the group Members of the team rebel against the purpose of the group Mutuality and trust is built

18. Norming Cohesiveness and commitment established Find new ways of working with each other Establish behavior with one another Commitment and taking ownership of goals, procedures, other members Cohesiveness and commitment established Find new ways of working with each other Establish behavior with one another Commitment and taking ownership of goals, procedures, other members

19. Performing Group transforms into a team Starts to achieve the goals Develop skills to function maturely and productively as a team Group transforms into a team Starts to achieve the goals Develop skills to function maturely and productively as a team

20. Adjourning Team has accomplished intended task Healthy groups reflect on what worked Problem groups reflect on what didn’t go right; they learn from their experiences Team has accomplished intended task Healthy groups reflect on what worked Problem groups reflect on what didn’t go right; they learn from their experiences

21. Barriers to Team Development

22. Invulnerability Exhibited by new groups Caused by a lack of trust for one another in new team situations Exhibited by new groups Caused by a lack of trust for one another in new team situations

23. Fear of Conflict Caused by new team members desire to keep peace in the working environment Artificial sense of harmony is created Tensions arise Caused by new team members desire to keep peace in the working environment Artificial sense of harmony is created Tensions arise

24. Lack of Commitment Avoidance of Accountability The lack of commitment is caused poor decision making and lack of interest Avoidance is caused by the acceptance of low standards for group work Members do not take responsibility The lack of commitment is caused poor decision making and lack of interest Avoidance is caused by the acceptance of low standards for group work Members do not take responsibility

25. Inattention to Results Group members focus on the how their status is perceived by others Do not focus on the results Group members focus on the how their status is perceived by others Do not focus on the results