teams

1
teams

team dynamics.
2
Collaborative LeadershipSept 25, 2006Nothing
important gets done alone. - GolemanTogether
we are stronger. - LefebvreAll weve got to
work with is people.

• todays topics
• teamship dynamics and skills
• meeting management competencies
• conflict analysis paper due Oct. 3

3
Understanding leadership and management some
basic definitions

• to lead to influence others in order to help
  create positive change to exercise influence by
  deploying power personal, relationship,
  position, task, knowledge (Lombardo 2004)
• to manage to plan, to organize, to lead (staff
  direct), to control resources to achieve group
  goals
• organization a group of persons organized
  tasked for some purpose a tool of power to
  create social reality
• power ability to do or act

4
more distinctions.

• social vs positional power
• goal-oriented vs task-oriented
• Go vs Lets go
• Leaders discern what should should not be
  changed.

• Born leaders are just people who arent able to
  go anywhere by themselves. - Saskatchewan River
  valley grafitti

5
in a nutshell.

• Lead people.
• Manage work.
• Understand both.

6
summing up a good communicator.

• focusses on interests not positions
• listens, responds
• helps others succeed
• owns the 3 most powerful expressions in our
  culture
• Hello. and infinite variations, all with a ?
• Thank you. and infinite variations of
  recognition, praise, positive reinforcement,
  celebration. Well done. Good job.
• Im sorry. and infinite variations of
  acknowledging errors. I made a mistake. I
  regret what happened.
• celebrates!
• helps make more leaders

7
key concepts of collaboration teamwork

• group interaction to accomplish a goal
• shared ownership
• team values orientation
• team developmental stages
• team multiple roles and common expectations

8
team values orientation

• task focus .. ego focus
• (externalized) (internalized)

(client service)
balancing perspectives client, task, people, self
9
5 developmental stages of a team

• forming searching for group identity
  anxiety, resistance
• storming defining group task conflicts,
  personal agendas
• norming coalescing, identifying with group,
  goal
• performing processing, producing, working
  together effectively
• fifth stage assimilating changing, adapting,
  e.g., absorbing new members

10
meeting management skills

• - multiple roles in a meeting.
• facilitator (chair) is the leader of
  conversation flow
• recorder is the leader of words
• members are the leaders of ideas analysis

• - and common expectations.
• timeliness
• advance preparation
• constructive participation
• follow-up follow-through on commitments

11
meeting management skills3 phases of every
meeting.

• pre-meeting review past meetings (minutes),
  invite agenda items, plan agenda, plan time
  allocations
• the meeting ground rules monitor the clock
  bring closure to each agenda item action plans
  recorded
• post-meeting process feedback at end and
  later, monitor progress on action items

12
meeting management skillsfacilitator (chair)
responsibilities.

• ensure sight lines room furniture setup
  conducive to interaction
• facilitate emotional safety for all team members
  
• help team manage their time optimum
  time-productivity balance
• keep focus on team task
• ask for process feedback verbal or anonymous
  checklist

13
types of goals and strategies for meetingsOne
size doesnt fit all.

• sharing information
• brainstorming
• making decisions building agreement, buy-in
• problem solving problem definition decision
  making
• planning and agreeing on roles and tasks

14
meeting management skillsbrainstorming.

• ideas are voiced one at a time
  no interruptions, no
  debate dynamic listening
• enjoy short silences
• invite every participant to have a full say
• encourage participants to reflect for more ideas
• sense when to seek permission to bring closure
  value of input peaks but time
  continues, so sense when to stop

15
meeting management skillsmaking decisions

• remind team that all ideas are now group ideas
  - discuss ideas with team not
  originator
• keep focus on issues and interests not baggage
  - turn negatives into positives, criticism
  into concerns - integrate good points from
  everyones input - sum up areas of agreement
  regularly
• ask for sign-off (buy-in) by each team member
  on major decisions

16
examples of turning negatives into positives,
criticisms into concerns(We tried that years
ago but it didnt work.)

• Seek clarification Whats in this version that
  wasnt in the one that didnt fly?
• Seek common understanding
• Seek common interest
• Help to resolve conflict
• Seek consensus What can we all agree on?
• Get rid of the buts
• Confirm understanding

17
Summing up..- The single most important factor
distinguishing effective from ineffective teams
is the ability of team members to listen to each
other. Thomas Quick 1992

• Listen 80 of the time, speak 20.
• You can think out loud, but you cant listen out
  loud.

18
for next week

• list 3 or 4 core values that you hold about
  libraries or archives
• find one library or archives vision or mission
  statement, and identify the values reflected in
  it
• speaker intro for Linda Cook by Friday 10 am

19
passion, values,principles,vision, mission
20
(No Transcript)
21
(No Transcript)