1 Collaboration Toolbox - PowerPoint Presentation

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Collaboration ToolboxTwo Concepts

Active ListeningSituational Leadership Slide2

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Collaboration ToolboxActive ListeningDefinition

Three processes involved in listeningReceivingProcessingSending

Thinking and considering meaning

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Collaboration ToolboxActive ListeningBarriers to Active Listening

BiasDistractions Misinterpretations Attachment to our OpinionsSelective Hearing - Hearing only what you want to hear

Poor Communication Skills

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Collaboration ToolboxActive ListeningStages of Active ListeningClarification Ask questions to illuminate meaning

Paraphrasing Rephrase contentReflection

Rephrase speaker’s feelings

Summarization

Rephrase the entire message

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Collaboration ToolboxActive ListeningTipsIf you are rehearsing what you are going to say

You are not active listeningSlide6

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Collaboration ToolboxActive ListeningExercise1. Your team’s Oral Presenter to explain to the other team members what they know about your project Use Active Listening Techniques to listen to the description (5 minutes) i. Do not interrupt ii. Ask clarifying questions when you do not understand the meaning of what the speaker is saying

 2. Team members should paraphrase i. Allow time for the person to be silent if appropriate ii. You do not have to jump right into the conversation iii. Your partner may be collecting his/her thoughts 3. The recorder will summarize the discussion (5 minutes) 4. I will be calling on people at random team members to summarize (5 minutes)

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Choosing appropriate leadership style for individuals with different competencies

All information on slides created by: Paul Hersey, Ken Blanchard, and Seth Godin Copyright © 1979, 1998, 1993, 2001 by the Center for Leadership Studies, Inc. All rights reserved. Collaboration ToolboxSituational LeadershipDefinitionSlide8

Collaboration Toolbox

Situational LeadershipOverviewEffective leaders will adapt their leadership style to the situation.Team Members also adapt their developmental style to fit the situationSlide9

Leaders adapt

style according to the team member’s needsWhat is the current competency level for the specific task I am asking the team member to perform? Collaboration ToolboxSituational LeadershipConceptSlide10

Situational Leadership

Ability Willingness

Knowledge of TaskIndividual’s or Team’s Experience and ProficiencyConfidenceCommitment M

otivation

for Executing

A

ssigned Task

Collaboration Toolbox

Situational Leadership

Concept

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Collaboration Toolbox

Situational LeadershipDirectingHigh task focus, low relationship focus Leaders Define Roles and Tasks for Team Close Supervision of members Leader makes Decisions and Manages

For team members who lack competence, but are enthusiastic and committed and need direction and supervision to execute the task.Slide12

Collaboration Toolbox

Situational LeadershipCoachingHigh task focus, high relationship focus Leaders still define roles and tasks Seeks ideas and suggestions from the team member. For team members who have some competence but lack commitment, need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment.

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Collaboration Toolbox

Situational LeadershipSupportingLow task focus, high relationship focusLeaders facilitate and take part in decisions Team member exerts some control over the task For team members who have competence, but lack confidence or

motivation and do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.Slide14

Collaboration Toolbox

Situational LeadershipDelegatingHigh Competency High CommitmentLeaders are involved in decisions and problem-solving Team member controls execution of taskFor team members who have both competence and commitment and are able and willing to work on a project by themselves with little supervision or support.Slide15

Collaboration Toolbox

Situational LeadershipAssessment of Leadership Styles 2015Situational Leadership Questionnaire4

answers per situation:Most effectiveMore effective

Less

effective

Least

effectiveSlide16

Collaboration Toolbox

Situational LeadershipLeadership Effectiveness Results 2015Leadership Style Effectiveness Score Histogram

Score Bounds:Always choose the least effective style: 20Always choose the most effective style: 80Slide17

Collaboration Toolbox

Situational LeadershipHow the SL Model Relates to TKITKI is an indicator of how you naturally manage your conflictsWhile Situational Leadership is an indicator of how you naturally manage your teamUnderstanding team dynamicsConscious of own behavioral patterns

Adapt leadership style to meet team expectations and accomplish project goalsSlide18

Leadership Style:

Most did not change style (3/5) when change occurred, shifted towards low-directive Team Motivation: A) Shift towards high commitment as competence increasedor B) Shift towards low commitment, as enthusiasm diminishedCollaboration ToolboxSituational LeadershipTrends in changes of behavior 2013Slide19

Collaboration Toolbox

Situational LeadershipChocolate River ProjectDesigning a BridgeSlide20

Collaboration Toolbox

Situational LeadershipChocolate River Project InstructionsTime: 30 minutes

Each Team will be given the following materialsPackage of linguine2. Glue Gun for Team3. 7 Glue sticks

4. Measure for the bridge, which is an 8.5” by 11” paperSlide21

Collaboration Toolbox

Situational LeadershipChocolate River Project instructionsTeam of 3 or 4 - All must participateFirst Rotation Team Leader is in charge and will assign tasks.

Find a space to build your bridgeDesign your bridgeRules Must span an 8.5” spanBuild for strength Must be free standing until demonstration

Cannot

be taped to the floor, walls or other structures

.

ImplementSlide22

Collaboration Toolbox

Situational LeadershipChocolate River Project Objective Prizes Will Be Awarded on the Basis of the

Strongest Bridge Most Aesthetically Pleasing BridgeSlide23

Collaboration Toolbox

Situational LeadershipChocolate River Project Discussion

What did you observe?1. How well did the team work together? 2. What do you think of your accomplishment?3. What role did each team member play doing the task?4. What skills did each member bring to the task?5. What leadership styles did the team leader use during the planning?

6. What leadership styles did the team leader use during implementation?

7. Did you effectively communicate with each other?Slide24

Teams do moderately well at adapting leadership style to team needs

Different situations require different leadership stylesEffective leaders account for team members’ levels of commitment and competenceLeadership style may alter across team membersCollaboration ToolboxSituational LeadershipConclusionsSlide25

Leaders choose a style that enhances members’ effectiveness

To Improve management assess team members’ ability and willingness to implement the taskUse appropriate Situational Leadership style Directing Coaching Supporting DelegatingAvoid conflicts through improved communication and negotiationCollaboration ToolboxSituational LeadershipSuggestions for Improvements