Group Dynamics

Wednesday 16th November, 2011Leicester UniversityJo Pakulska

· To understand Belbin’s theory of team roles

· To understand the key skills needed to work effectively in a team

· To understand the skills that employers look for in group case studies

· To practice teamwork skills by taking part in a team work case study

Today’s objectives

TEAM-ROLE CONTRIBUTIONTEAM-ROLE CONTRIBUTION

ALLOWABLE WEAKNESSESALLOWABLE WEAKNESSES

PLANT:Creative, Solves difficult problems Loses touch with everyday realities

MONITOR EVALUATOR:Discerning and Objective Uninspiring, Slow-moving

CO-ORDINATOR:Makes good use of group activities Manipulative

IMPLEMENTER:Disciplined, Efficient, Practical Slow to see new possibilities

COMPLETER FINISHER:Painstaking, Conscientious Anxious, Reluctant to delegate

RESOURCE INVESTIGATOR:Enterprising, Quick to explore opportunitiesWeak in follow through

SHAPER:Driving and challenging Provocative, Aggressive

TEAMWORKER:Co-operative, Averts friction Indecisive

(Belbin, 1981)

· Communication

· Team work

· Interpersonal skills

· Problem solving

· Creativity

· Persuasiveness and influencing

· Planning and Organising

· What behaviours do you think you might display for these roles?

KEY SKILLS FOR TEAM WORK

What really matters?

Process The right answer!

Employers often use team work case studies in order to assess various transferable skills

How to come across well

· Pay careful attention to instructions

· Read written material thoroughly – don’t rush

· Take part with whole-hearted commitment

· Get involved – don’t work mainly on your own

· Help others, be supportive, use others’ strengths

· Be assertive, diplomatic, inclusive

· Keep calm and use your sense of humour

Anatomy of a good case study

Defining

Questioning

Demonstrating

Beginning Middle End

ParaphraseQuestion unknowns

• Look engaged• Notice hints

• Understand the problem

• Check understanding

• Look for help

• Explain assumptions• Pursue each argument

• Make argument logical

• Check it makes sense

• Explore limitations • Summarise process

• Explain limitations of answer

• Suggest improvements• Involve external reference points

Case Study: Bunker Exercise

Read the packs you have been given – 2 mins

Discussion: 20 mins

Please write the team’s answers on an A4 sheet and hand them in. All team members must sign the bottom to show that they agree with the final answer.

Common errors

Do’s·Listen to initial instruction

· Make sure the question is fully understood ·Begin by setting a structure

·Communicate your train of thought clearly

·Step back periodically & reflect

·Be comfortable with numbers

·Don’t fixate on “cracking the case”

·Relax and enjoy the process.

Don’ts· Misunderstand or answer the wrong question ·Proceed in a haphazard fashion

·Asking a barrage of questions

·Fail to synthesize a point of view

·Not asking for help

·Leave the quieter members out

Some people may feel…

· Nervous· Anxious· Inferior· Deflated· Tongue-tied· Talkative· Stumped· Panicky· Overly analytical· Overwhelmed· Overly concerned about displaying certain

behaviours and come across as too dominant/too passive

· ITS ABOUT BALANCE!

Key points to remember

Be yourself· Positive· Interesting/Interested· Enthusiastic· Truthful

Participate and don’t forget to listen

Remember it is not so much about the answer - show your skills!

Prepare well and don’t panic!

Enjoy!

TEAM-ROLE CONTRIBUTIONTEAM-ROLE CONTRIBUTION

ALLOWABLE WEAKNESSESALLOWABLE WEAKNESSES

PLANT:Creative, Solves difficult problems Loses touch with everyday realities

MONITOR EVALUATOR:Discerning and Objective Uninspiring, Slow-moving

CO-ORDINATOR:Makes good use of group activities Manipulative

IMPLEMENTER:Disciplined, Efficient, Practical Slow to see new possibilities

COMPLETER FINISHER:Painstaking, Conscientious Anxious, Reluctant to delegate

RESOURCE INVESTIGATOR:Enterprising, Quick to explore opportunitiesWeak in follow through

SHAPER:Driving and challenging Provocative, Aggressive

TEAMWORKER:Co-operative, Averts friction Indecisive

(Belbin, 1981)

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