Tammy Reynolds MBA October 2013 A little about me Grew up in Pittsburgh Pennsylvania Have two awesome sons and a husband Tim who you met earlier Have a big lovable dog Worked in industry for 20 years most recently with Whirlpool Corporation ID: 701122
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HIGH PERFORMING OR DYSFUNCTIONAL: HOW HEALTHY IS YOUR TEAM?
Tammy Reynolds, MBA
October 2013Slide2
A little about me…
Grew up in Pittsburgh, Pennsylvania
Have two awesome sons and a husband Tim (who you met earlier)
Have a big lovable dog
Worked in industry for 20+ years, most recently with Whirlpool CorporationJoined Ohio University August 2012Love the outdoors – skiing, biking, hiking, kayakingSlide3
Sources used for this presentationSlide4
The Good, the Bad, and the Ugly
Discuss at your table:
Think about your best team experience – sports, school, social organization, work place?
What made it great?
Now think of the worst team
Why was it so bad?Slide5
Groups
T
wo
or more interacting and interdependent individuals who come together to achieve specific goals.
Formal groupsInformal groupsSlide6
What Is a Team?
Groups whose members work intensely on a
specific, common goal
using their positive synergy, individual and
mutual accountability, and complementary skills.Slide7
Tuckman’s Stages of Team DevelopmentSlide8
Team Dynamics
Groupthink
-
when a group exerts extensive pressure on an individual to align his or her opinion with that of others
.Social loafing
-
the tendency for individuals to expend less effort when working collectively than when working individually.Slide9Slide10
Groupthink
http://www.youtube.com/watch?v=mWoFQAqeZnQSlide11
Mini Case
Instructions:
1. Take a few minutes to read the case individually and answer the 3 questions
2. Discuss at your table 10 minutes and try to reach agreement on the 3 questions
3. Prepare your response and elect a spokesperson for the group4. Review as a large groupSlide12
InvulnerabilitySlide13
Lack of Trust
What are some examples of lack of trust on teams that you have experienced?Slide14
Building Teams that TrustSlide15
Steven Covey - TrustSlide16
Emotional Bank Account
Steven Covey
Group Exercise
At your tables, discuss deposits and withdrawals that you might make into the emotional bank account of someone you love
Next, discuss deposits and withdrawals that you might make with fellow teammates at workSlide17
Emotional Bank Account
Steven CoveySlide18
Other ways to build trust on teams
Share styles, strengths and personality differences
Get to know each other outside of work Slide19
Teams that trust…
Admit weaknessesAsk for help
Accept questions and input regarding their areas of responsibility
Appreciate and tap into one another’s skills and experiences
Offer and accept apologiesSlide20
Lost at SeaSlide21
Artificial Harmony
The Five Dysfunctions of a Team
by Patrick LencioniSlide22
Fear of Conflict
Traditional
view of conflict -
the view that all conflict is bad and must be avoided
.
Conflict
-
perceived incompatible differences that result opposition
.Slide23
Functional Conflict
C
onflicts that support a group
’
s goals and improve its performance.Task conflict - conflicts over content and goals of the work.
Process conflict -
conflict over how work gets done.Slide24
Dysfunctional Conflict
Dysfunctional conflicts -
conflicts that prevent a group from achieving its goals(typically interpersonal)Slide25
So, Is Conflict Always a Bad Thing?
Clearly NotSlide26
Relationship Between Level of Conflict and Level of PerformanceSlide27
Five Conflict-Handling Styles
Avoiding
-
“
Maybe the problem will go away”Accommodating –
“
Let
’
s do it your way
”
Forcing
–
“You have to do it my way”
Compromising
–
“
Let
’
s split the difference
”
Collaborating
–
“
Let
’
s cooperate to reach a win-win solution that benefits both of us
”Slide28
Programmed Conflict
Devil
’
s advocacy
process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testingDialectic method
process of having two people or groups play opposing roles in a debate in order to better understand a proposalSlide29
Teams that engage in healthy conflict…
Have lively interesting meetings
Put critical topics on the table for discussion
Tackle issues “head on”
Solve real problems quicklyMinimize politicsSlide30
Ambiguity
The Five Dysfunctions of a Team
by Patrick LencioniSlide31
Lack of Team Commitment
What does lack of commitment look like:
“Fuzzy” goals, no clear direction
Revisit discussions and decisions over and over again
Encourages second guessingSlide32
A team that commits…
Creates clarity around priorities
Moves forward without hesitation
Aligns the team members around common objectivesSlide33
Low Standards
The Five Dysfunctions of a Team
by Patrick LencioniSlide34
Avoidance of Accountability
Encourages mediocrity
Misses deadlines and key deliverablesSlide35
Teams that hold each other accountable
Ensure poor performers feel pressure to improve
Identify potential problems quickly by questioning one another’s approachesSlide36
Status & Ego
The Five Dysfunctions of a Team
by Patrick LencioniSlide37
Inattention to Results
“The ultimate dysfunction of a team is the tendency of member to care about something other than the collective goals of the group.” (Lencioni, 2002)
Rarely defeats competitors
Encourages team members to focus on their own careers and individual goalsSlide38
Teams that focus on results…
Win!Retain achievement oriented employees
Minimizes individualistic behavior
Learn to subjugate individual egos and agenda for the good of the teamSlide39
Status & Ego
Low Standards
Ambiguity
Artificial Harmony
Invulnerability
The Five Dysfunctions of a Team
by Patrick LencioniSlide40Slide41
How healthy is your team?
Referring to Lencioni’s model, determine how healthy your team is
What does your team do well?
What can it improve upon?
What one thing will you commit to changing on your team?