Working in - PowerPoint Presentation

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Working inTeamsSlide2

The Stages of TeamingTeam members need time to set goals and adjust to each other’s working styles and abilities.

Teams go through four

s

tages:

Forming: Strategic Planning

Storming: Managing Conflicts

Norming: Determining Team Roles

Performing: Improving QualitySlide3
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Forming: Strategic PlanningMembers should get to know each other during the forming stage:Step 1: Define project mission and objectives

Step 2: Identify project outcomes.

Step 3: Define team member responsibilities

Step 4: Create a project calendar

Step 5: Write out a work plan

Step 6: Agree on how conflicts will be resolvedSlide5
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Storming: Managing ConflictTeam members will need to negotiate, adapt, and compromise to achieve the team’s mission.Conducting effective meetings can help work through the Storming Phase.Slide7

Storming: Managing ConflictUse methods discussed during forming and conflict resolution methods

Choose a mediator

Ask both sides to state their positions

Identify the issues

Prioritize the issues

Address each issue separately

Write down an agreementSlide8
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Storming: Managing Conflict (Cont’d)Effective Meeting Strategies:

Choose a meeting facilitator

Set an agenda

Start and end meetings promptly

Address each agenda item separately

Encourage participation

Allow dissent

Reach consensus and move on

Record decisions

Recap each agenda item

Look aheadSlide10

Norming: Determining Team Roles

Here, members begin to accept responsibilities and their roles in the project.

During this stage:

Revise objectives and outcomes

Identify team roles

Use groupware to facilitate workSlide11

Help: Virtual LearningVirtual teaming is teamwork through e-networks, e-mail, instant messaging, and phones

Develop a work plan and stick to it

Communicate regularly

Hold teleconferences and videoconferences

Build trust and respect

Keep regular hours

Use groupware to facilitate workSlide12

Performing: Improving QualityIn this stage, members are comfortable with their project and their rolesThey develop quality feedback loops

They regularly review the performance of team membersSlide13

Alternative Collaborative StylesHow you split up the workload is up to you. You are encouraged to try some different styles so that you have different perspectives from which to write from when you do your group reflection.Recognize these three very important points:

Different rhetorical situations and steps within those situations lend themselves to certain styles better than others. Always discuss the rhetorical situation and current position of the project so that your team can consider the best approach.

Different personality types will prefer certain styles of leadership and collaboration. It is important to communicate your preferences and recognize that others might have different preferences.

Similar versus Compensatory differences. In their choice of a teammate, some people prefer similar traits whereas others prefer compensatory traits. In other words, some people prefer working in groups where everybody has similar strengths whereas others prefer working in groups where everybody has different strengths. Don’t be afraid to try something new, or step in to ask how to do something that you don’t know how to do.Slide14

Collaborative Styles: ParallelA project is split up into various parts, and each team member is responsible for that part. One person writes the introduction, another person the method, another person the results. Advantage: Appeals to INTJ and structural and analytical personalities. Everybody gets their say over their part. Disadvantage: The project can be disjointed and unfocused. The lack of social interaction leads to not many people learning from the process. Not good for Social personality types.Slide15

Collaborative Styles: ReciprocalA project is worked on by everybody on the team at once. Although roles can be individualized (e.g. one person types while others offer sentences), the whole project gets the input of everybody Advantage: Everybody gets a say in the final project, and it can be more unified than other styles. Disadvantage: Certain personality types can take the project over. Socials, Sanguines, and Extroverts might not listen to other personality types, and peoples’ ideas can be ignored.Slide16

Collaborative Styles: SequentialOne person starts a project or part and passes it off to the next person to edit/revise that part, then it is passed off to the next person. Advantage: Everybody gets a say in the final project, and it is more unified and reader-centered than others styles. Disadvantage: Certain personality types can take the project over. The last person who worked on the document has the most power, and tell-assertive or structural personality types might make the project more his/hers than everybody else who worked on the projectSlide17

The Keys to TeamingPlanningClear understanding of the mission and steps is important.

Communication

Keep communication lines open.Slide18

The keys to understanding differenceSlide19

Personality TypesPersonality typing has been around for as long as rhetoric – 2,400 years. Today, personality researchers, entrepreneurs, and English majors still tend to classify people into four types (even if they call them different things).Scholars often critique articles/books that “type” a person be it personality or intelligence because these “types” lack significant empirical data supporting them. The important lesson here is not to rely on these different types but to recognize that people are different.

The most famous personality typing is Galen’s typology:

The Four Humors

(circa 190 B.C.)Slide20

The Four Humors: CholericCholerics (Lions):Natural leaders and fast workers‑‑in fact, they do everything fast: think, talk, walk, make decisions. Impatient with too much instruction or details‑‑tend to ask "What's the point?" or "What's the bottom line?" Quick at grasping overall concepts. Strong, almost pushy, in their dealings with others, and can be insensitive to others' feelings. Strong analytical thinkers, but need to work on their communication skills.

NEED to be appreciated (not recognition, necessarily). They often seem so "together" that others forget to acknowledge what they've done.

Cholerics

are task‑oriented and especially goal‑oriented and TELL-ASSERTIVE (they will dictate to you, and give orders as if it is their right‑‑and they probably think it IS!)Slide21

The Four Humors: MelancholiesMelancholics (Beavers)Very organized people, perfectionists. Love facts and the more directions the better. Will ask, "What exactly do you mean?" and "How long does it need to be?" and "When did you say it was due?" Patient, even painstaking in their work‑‑feel it is important to "get it right." They speak slowly, deliberately, very precise, use few or no gestures. Extremely analytical, but not emotional or expressive. Like to work alone, don't like to have a time limit. They can be a strong team‑player in the right setting, but under pressure they will "hide" from authority or from their problems because they're afraid they can't be perfect or do it "right."

NEED order, perfection, calm environment to perform best.

Melancholics are detail‑oriented, task‑oriented, and ASK‑ASSERTIVE (they will ask you a million questions to make sure they know everything they need to do a perfect job.)Slide22

The Four Humors: SanguinesSanguines (Otters)Very creative people, lots of ideas. However, they are poor on follow‑up because they get bored easily and want to move on before a job is finished. Fun‑loving, spontaneous, casual about relationships though they don't mean to be unkind. Tend to be seen as shallow because it is so easy for them to get excited or enthusiastic and then lose interest just as quickly. FUN is important to them. They will take risks, and they hate details. Very verbal and will attack verbally‑‑and relentlessly‑‑if upset. You'll hear them say things like,"But this isn't any fun," as if fun is the point of life (to them, it is). Love people, love networking, love groups, very friendly.

NEED recognition, constant stimulation.

Sanguines are people‑oriented and TELL‑ASSERTIVE will give order.Slide23

The Four Humors: PhlegmaticsPhlegmatics (Golden Retrievers) Giving, loyal, generous, serving. Tend to be overly sensitive: take everything personally. Hard time saying "No,'1 but when they take on too much, they will finally just shut‑down and retreat. Will even hide rather than face offending you. Want to please everyone‑­they are the peacemakers of the world. Relationships are all­important to them, and they will work hard to please you or if they feel you like them. Do not take pressure well; just want everyone to be happy and get along. Good at details especially if they can think of things to make you happy.

NEED peace, harmony, tension‑free atmosphere to perform best.

Phlegmatics are people‑oriented and ASK‑ASSERTIVE (they will ask you questions just to make you feel welcome and to collect information so they won't hurt your feelings).Slide24

Myers-Briggs Type Indicator ® (MBTI)(circa 1944)The most famous of contemporary type indicators. It is based on Carl Jung’s theory of personality.

Myers-Briggs traits are binaries, in which one displays one trait or another (e.g. one is either extroverted or introverted).

MBTI fully expects people to change over time.

Although there are eight designations, a person’s personality is classified by four dominant traits (There are 16 different personality types). Thus, an ENFP is a Extroverted Intuitive Feeling Perceiving.

Note the Trademark. Career Centers all over the U.S. send CPP, Inc. money to tell students what their type is.Slide25

MBTIExtroverted (E)

outward-focused

Introverted (I)

inward-focused

Sensing (S)

perceive through senses

Intuition (N)

perceive through insight, patterns

Thinking (T)

decide via true-false, objective

Feeling (F)

decide via better-worse, subjective

Judging (J)

planned and organized

Perceiving (P)

Spontaneous and flexibleSlide26

Emergenetics®(circa 2005)The newest “personality types” to enter the arena. Because school focuses so much on only two of the types, people can often feel as if they don’t belong.We all have a bit of these traits, but some are more dominant. One has both a dominant thinking pattern (4 types) and a behavioral pattern (3 types)Note the Trademark.

Geil

Browning makes lots of money telling people what their personality type is. If only Galen had the foresight…Slide27

Emergenetics: Thinking TypesSlide28

Emergentics: Behavioral TypesSlide29

Management by Strengths (MBS)A business oriented “typing” in which one of four communication styles is dominant. In understanding employees communication and collaborative styles, a manager can better put together and lead better teams, or so the company line goes.Note, the colors are different than Emergenetics. Also, in MBS, traits can be below the threshold, so that instead of having a bit of all, a person can be negative in a trait.No Trademark, but MBS charges the same amount as every other personality test, so it is all the same.Slide30

MBSDirectness (Red) – self-confident, authoritative, problem-solvers, project people, decisiveExtroversion (Green) – Like teamwork, work through others, optimistic, people-oriented

Pace (Blue)

– Organized, easy-going, schedule-oriented, methodical

Structure (Yellow)

– fact-oriented, structured, perfectionist, organizedSlide31

Multiple IntelligencesHoward Gardner’s landmark theory of multiple intelligences also helps “define” people. For Gardner, “intelligence is an ability to solve a problem or fashion a product that members of many different cultures would value.”In the U.S., intelligence is usually recognized and measured in two areas: Linguistic ability and Logical/Mathematical ability. This bias, according to Gardner, is reflected in our schools and prevents some students from receiving a well‑balanced education on the basis that they are not recognized as being intelligent. Gardner and his colleagues suggest that besides the two abilities valued by Eurocentric cultures, our schools and educators should also be aware that intelligence can be manifested in six additional ways. He believes that "most social purposes require a combination of intelligences for successful performances" (

Smagorinsky

3).Slide32

The Seven Eight Multiple IntelligencesLinguistic: sensitivity to words‑‑their sounds, meanings, rhythmsLogical/Mathematical: sensitivity to and ability to generate logical and numerical patterns and long chains of reasoningMusical: ability to produce and appreciate rhythm, pitch, timbre and the forms of musical expression

Spatial:

ability to perceive the visual/spatial world accurately and perform transformations on one's perceptions

Bodily/kinesthetic:

ability to use the body to solve problems or fashion products

Interpersonal:

ability to discern and respond appropriately to the moods, temperaments, motivations, desires of other people

Intrapersonal:

ability to achieve self‑knowledge

Nature:

ability to recognize patterns and synergism of natural ecosystems and their inhabitantsSlide33

Leadership StylesThe academic journal The Leadership Quarterly (ScienceDirect) has more about leadership styles than you can possibly imagine. For the purposes of group projects, recognize that some people respond better to having leaders (ask-assertive) whereas others respond well to being leaders (tell-assertive). In any case, it is important that there be a consensus as to who needs to be consulted before significant decisions are made. Slide34

Basics of Leadership StyleTannenbaum and Schmidt's landmark "How to choose a leadership pattern“ in Harvard Business Review (1958) shows the simplest way of considering leadership and the agent/power relationship