Escolar Documentos
Profissional Documentos
Cultura Documentos
Don Heer
10/8/08
Adapted from Terri Fiez, Director,
School of EECS
1
Outline
Why Teams?
Get to Know Yourself & Your
Teammates
Life Cycles of Teams
Team Roles and Responsibilities
Team Meetings
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Why Teams?
Goose Rotation
When a goose gets tired, it rotates back
in the flock and another goose takes
over the point.
Geese honk from behind to encourage
those in front to keep up their speed.
Honk, honk
Sick/Wounded Goose
Two other geese fall out to follow and
protect sick/wounded goose.
Stay with goose until recovers or can
not longer continue.
Then launch out on their own or with
another formation to catch up with their
flock.
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Analytical
Driver
(Strengths: Logical,
Thorough, Serious,
Systematic, Critical,
Precise, Prudent)
(Strengths: Independent,
Candid, Decisive,
Pragmatic, Determined,
Efficient, Objective)
Assertive
Reflective
Amiable
Expressive
(Strengths: Cooperative,
Loyal, Supportive,
Diplomatic, Patient,
Easygoing, Respectful)
(Strengths: Imaginative,
Friendly, Enthusiastic,
Outgoing, Excitable,
Persuasive, Spontaneous)
People Oriented
Key here: No single social style works best
Flexibility in working with others of other social styles
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is important for success
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Strengths
Weaknesses
Amiable
(Stretch)
Supportive
Easygoing
Conforming
Permissive
Analytical
(Decide)
Precise
Systematic
Exacting
Inflexible
Driver
(Listen)
Determined
Objective
Dominating
Insensitive
Expressive
(Restrain)
Enthusiastic
Imaginative
Undisciplined
Unrealistic
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Driver
(Process-Oriented)
Communicates about:
Facts & Figures
Policies & Organization
Planning & Forecasting
Analysis & Control
(Action-Oriented)
Communicates about:
Getting Things Done
Objectives & Results
Performance & Productivity
Efficiency & Moving Ahead
Decisions & Achievements
Amiable
Expressive
(People-Oriented)
Communicates about:
Needs & Motivations
Teamwork & Team Spirit
Feelings & Beliefs
Values & self-Devleopment
(Idea-Oriented)
Communicates about:
Innovation & Change
New Ways of Doing Things
Creativity & Possibilities
Alternatives or Options
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Flexing to Analyticals
Flexing to Drivers
Flexing to Expressives
Be
Be
Be
Be
on time.
Be moderately paced; lean
back somewhat; avoid loud
voice.
It is better to be more rather
than less formal in clothing,
speech manners.
Get to business quickly; be
prepared, systematic, factual,
logical, exact but still keep a
human touch.
Show why this approach is
best and has relatively little
risk. Dont exaggerate the
advantages; these people are
turned off by overstatement
When possible, allow them
to proceed deliberately, even
slowly.
When they are too
indecisive, encourage them
to make a decision but refrain
from making it for them.
on time
Be energetic and fast paced;
have erect posture and direct
eye contact.
Get to business quickly, use
time efficiently.
Be specific, clear, and brief.
Dont over explain, ramble, or
be disorganized. From the
beginning to end, focus on
results.
Select the key facts, and use
them when making your
case. Present them logically
and quickly.
Provide a limited number of
options so that the Driver can
make his or her own choice.
Provide data about the
plusses and minuses of the
options.
Stay on the topic; keep the
pace up; and honor time
limits.
If at all appropriate, ask
directly for a decision.
Depart quickly buy
graciously.
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Exercise
Break up into design teams and
determine what social style each of you
are.
Share these styles and discuss how
you will work together to complete your
project.
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Life-Cycles of Teams
Four Stages Teams go through
Each
Forming
Performing
Storming
Norming
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Time Life-Cycle
Stage
Characteristics
Task
Leadership
Style
Forming
Testing,
Dependence,
Accommodating
Orientation
Directive;
Expert
Storming
Intra-team conflict,
competing,
differentiating
Organization
Selling,
Encouraging;
coach
Norming
Development of
team cohesion;
mutuality
Reconciliation
Acceptance
Cohesion
Supportive
facilitator (work
with we)
Performing
Functional role,
relatedness,
collaborating
Synergistic,
Problem
solving
Delegation
Consultant
(Relationship
Issues)
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Behaviors
Polite communications
Leader-dependence
Conformance
Attempts to determine how
to deal with group
problems
Attempts to define the task
and potential solutions
Attempts to determine
acceptable group behavior
Members of a team want to know that they have a chance of being successful,
And that someone has a plan and enough information to get them off to a good
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Start toward that success.
Stress personal
responsibility for
contributing
interdependently
Stress assisting others &
effective relationships
Positive confrontation
Build trust and role clarity
Provide structure, specificity
& next steps
Suggested Tactics
Initiate introduction
Clarify task/goals & product or
services
Define general operating
procedures
Make assignments
State & give examples of your
expectations
Set expectations that integrate
with the work, NOT add to it
Reward conformity
Organize the group
Solicit questions & give as much
information as necessary to get
everyone oriented
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Behaviors
Arguing, positioning
Counterdependence &
independence
Challenge authority of
leadership
Criticizing
Comparing
Complaining
Competing
Style differences clash,
especially on the diagonal
Attempt to differentiate from
the group & create autonomy
Defensiveness
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Leadership Response to
Storming Stage
Leadership Strategy:
organize, coach, &
encourage
Suggested Tactics
Solicit issues
Confront individual & team issues
Listen, reason & negotiate (winwin)
Use a consistent model for
problem solving
Use goals as the basis for
solutions
Ensure operating structure &
principles are understood
Give members encouragement
one-to-one or privately
Clarify roles & contributions of
respective members
Coach & model desired approach
to problem solving &
collaboration
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Behaviors
Conflict avoidance
Leader-dependence change
to member-dependence
Procedures imposed
internally
Mutually established
Acceptance of team
membership
Constructive criticism
Peacekeeping
Collaboration
Ownership of task
Norms & principles are
adhered to & monitored
Once theyve got their issues addressed and their roles clear, they need
Opportunities to go to workcollaborativelyand have a few successes. 25
Sustained optimism
Sense of common purpose
Sense of achievement
Suggested Tactics:
Create opportunities for
collaboration & success
Reward collaboration
Acknowledge in private the
growth & efforts of individuals
Solicit ideas from the team
Share decision making as
appropriate
Create opportunities for dialogue
Keep activities in the context of
the work
Employ mehtodologies that
safely force participation &
contribution
Pull team into participation in
assessing the teams
effectiveness & making
improvements
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Personal commitment to
each other
High trust, regard, &
respect
Ownership of goals &
role
Synergy, pride &
gratitude
Behaviors
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Leadership Response to
Performing Stage
Leadership Strategy:
Provide organization aircover & be a consultant to
the team
Suggested Tactics
Delegation
Create opportunities for team
to dialogue
Share leadership
Effective use of team
members compensating
strengths & expertise to your
own
Eliminate impending barriers
for the team
Obtain support & resource for
the team
Publicize teams
accomplishments
Periodic reality checks of
strategic directions/efforts
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Team Leader/Facilitator
Responsibilities
Keep meeting focused & moving
Open meeting
Review agenda & move through agenda
Facilitate discussions
Manage participation
Help team use appropriate discussion
methods
Close the meeting
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Recorder Responsibilities
Capture key points for each agenda
item
Highlight decisions and action items
Collect future agenda items
Distribute or post minutes
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Reporter Responsibilities
Capture the key results from discussion
Present these results to the group when
solicited
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Reflector Responsibilities
Monitor the process the team is using in
activity
Present to the group the effectiveness
of team activity. Reflect on the process:
Areas of strength, rough areas and
areas for improvement
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Group Meetings
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results of individuals
Review upcoming activities
Check teams progress
Meetings
Be prepared
Come on time
Participate
End on time
Be prepared to drop a topic
Keep records
Value diversity
Maintain positive group dynamics
Listen and have an open mind
Summarize decisions and future plans before leaving
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Exercise
Get into team
State
project goals
Name your team
Share contact information
Establish timeline and assign tasks
Establish ground rules
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References
http://tlt.its.psu.edu/suggestions/teams/
Benefits of Teamwork | Roles on a Team | Organizing Project Work | Team Meetings | Communicating in Teams | Conflict
Resolution Tips | Bad Behaviors - Dealing with Unproductive Team Member
http://www.foundationcoalition.org/home/keycompone
nts/student_teams.html
http://www.schreyerinstitute.psu.edu/pdf/PuzzledAbo
utTeams.pdf#search=%22puzzled%20about
%20teams%22
Why Brainstorming?
Builds interpersonal expertise because all
students participate
Quiets the loudest talker and prevents
quick solutions
Develops a skill that is useful in project
management
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Verbal Brainstorming:
Procedure
Present a carefully designed problem
Appoint a facilitator to safeguard the
process and a recorder to capture ideas
Recorder copies all suggestions on
board/easel as they are named
Take a moment to think about the problem
before addressing it verbally
Ground rules: No discussion, no reaction,
no judgment
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Non-Verbal Brainstorming:
Why Brainwrite?
Sometimes called brainwriting instead of
brainstorming
Useful with controversial, emotionally charged
topics, or when building upon ideas is more
important than creating a wide range of
options
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Brainwriting: Procedure
Pass around sheet of paper with topic
to be addressed written at the top. First
person WRITES an idea and each other
team member builds on, or adds, to
ideas noted
Done
silently
Cycle paper 3-4 times around group or
until people run out of ideas
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