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1
Teaming Skills for SuccessTeaming Skills for Success
Donald Heer10/14/09
Adapted from Terri Fiez, Director, School of EECS
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Teams Can Outperform Individuals
Complex tasks
Creativity needed
Path forward unclear
More efficient use of resources needed
Fast learning required
Task/process cross functional
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Learning from the Geese Analogy
When each bird flaps its wings, it creates an uplift for the bird immediately following. By flying in a V formation, the whole flock adds at least 71% greater flying range than if each bird flew alone.
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Goose Falls Out of Formation
When goose falls out to seek more favorable conditions rest of flock leaves space open as encouragement.If a more favorable conditions are found, flock reforms around the “loner”.If not, the flock slows its pace to allow the “loner” back into position.
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“Loner” Stays Out
No effort is made to return, flock closes ranks.
Loner either tires from drag/resistance and tag onto end of “V” or will be lost to flock.
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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
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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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Life-Cycles of TeamsFour Stages Teams go throughEach stage (and how it is managed)
impacts the team’s effectiveness
Forming Storming
Performing Norming
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Time Life-CycleStage Characteristics
(Relationship Issues)
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
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Team Life-Cycle: Forming
Anxious, excited, fearful, anticipation
Who are the others?
What’s going to happen?
Will I have an influence?
Will I be accepted?
How will we function?
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
Feelings Behaviors
“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 goodStart toward that success.”
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Leadership Response to Forming
Leadership Strategy: Get team Oriented Stress personal
responsibility for contributing interdependently
Stress assisting others & effective relationships
Positive confrontation Build trust and role clarity Provide structure, specificity
& next steps
Suggested TacticsInitiate introductionClarify task/goals & product or servicesDefine general operating proceduresMake assignmentsState & give examples of your expectationsSet expectations that integrate with the work, NOT add to itReward conformityOrganize the groupSolicit questions & give as much information as necessary to get everyone oriented
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Team Life-Cycle: Storming
Why should I conform?I don’t want to take personal responsibilityI’d rather just keep doing the things I’m confortable doing…Status quoResistance to changeSelf-centeredness & self-interest
Arguing, positioningCounterdependence & independenceChallenge authority of leadershipCriticizingComparingComplainingCompetingStyle differences clash, especially on the diagonalAttempt to differentiate from the group & create autonomyDefensiveness
Feelings Behaviors
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Leadership Response to Storming Stage
Leadership Strategy: organize, coach, & encourage Accept storming behaviors
as natural Help members establish
their autonomy & individualism
Coach in problem solving & conflict resolution that uses team goals as the denominator
Strive to get team members to commit to each others success
Suggested TacticsSolicit issuesConfront individual & team issuesListen, reason & negotiate (win-
win)Use a consistent model for
problem solvingUse goals as the basis for
solutionsEnsure operating structure &
principles are understoodGive members encouragement
one-to-one or privatelyClarify roles & contributions of
respective membersCoach & model desired approach
to problem solving & collaboration
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Team Life-cycle: Norming
Sustained optimismSense of common purposeSense of achievement
Conflict avoidanceLeader-dependence change to member-dependenceProcedures imposed internallyMutually establishedAcceptance of team membershipConstructive criticismPeacekeepingCollaborationOwnership of taskNorms & principles are adhered to & monitored
Feelings Behaviors
“Once they’ve got their issues addressed and their roles clear, they needOpportunities to go to work—collaboratively—and have a few successes.”
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Leadership Response to NormingLeadership Strategy: facilitate the work & continue building Create & facilitate team
efforts where appropriate Move toward greater
participation & team operation of the work
Foster & reward collaboration
Strengthen relationships
Suggested Tactics:Create opportunities for collaboration & successReward collaborationAcknowledge in private the growth & efforts of individualsSolicit ideas from the teamShare decision making as appropriateCreate opportunities for dialogueKeep activities in the context of the workEmploy mehtodologies that safely force participation & contributionPull team into participation in assessing the team’s effectiveness & making improvements
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Team Life-Cycle: Performing
Feelings Personal commitment to
each other High trust, regard, &
respect Ownership of goals &
role Synergy, pride &
gratitude
Behaviors Support & assistance to
each other High dependability Heightened productivity Excellent role execution Effective management of
controversy & conflict Balanced task &
relationship concerns“…Then, get out of the way. An effective targeted team doesn’tNeed a leader meddling in the work; they need a leader who is out aheadOf them removing barriers, garnering support, touting theirAchievements, and verifying the strategic direction.”
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Leadership Response to Performing Stage
Leadership Strategy: Provide organization air-cover & be a consultant to the team Hand-off more of the
ownership & operations to the team
Maintain effectiveness & productivity of the team
Provide organization “air-cover”
Act as consultant on major issues
Promote the team’s capabilities & achievements
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 team’s accomplishments
Periodic reality checks of strategic directions/efforts