Building and Working With Effective Work Teams: Facilitator

C 2006 New Insight Enterprises Inc.
new.insight@rogers.com
Building and working with
Effective Work Teams

Facilitator:

Intended Learning
Outcomes:
Increased understanding of our own
behavioural tendencies and those of
others
Increased appreciation for individual
differences
building strong work teams based on
these understandings

Understanding Ourselves;
Understanding others:
Recognize Individuals ARE Different
Ethnocentrism different = wrong,
not as good ...
Need to Shift to

Different = Different (NOT better/worse)
Differences add value/ enrich

Difference in how we Learn ...
field dependent - field Independent
sensory - visual, auditory, practical,
imaginative
Kolb's Learning Styles Inventory:
Divergers, Assimilators, Convergers,
Accommodators
Multiple Intellegences (Gardner = 8)
Emotional Intelligence (Goleman - EQi)

Difference in Behavioural
Tendencies ...
Myers Briggs Personality Inventory
True Colors
Personal Profile System (Carlson Learning Co)

DiSC

Genetic

Traits
Life Experiences
Strategies that have
worked & have not worked
Behavioural
Tendencies
Characteristics of
Behavioural Tendencies ...
Behaviour patterns, or tendencies

have become our preferred or most
natural ways of communicating,
responding

Characteristics of

when we do NOT have time to reflect and
thoughtfully select other modes of
behaviour

= integration of Genetic Traits and
Learning over our life time

Characteristics of
Are fairly stable over time
but do NOT imprison us - we have a
CHOICE to behave differently in any
situation
that choice requires mindfulness and
active effort/energy
Determinants of Behaviour
in specific situations...

In situations of stress (e.g., time
constraints, conflict) or when not able to
be mindful

behavioural tendencies

Determinants of Behaviour
in specific situations...
In situations where we DO have the time and
emotional state to be thoughtful =
combination of:

behaviroual tendencies
and selection of communication
strategies that are likely to achieve our
desired outcomes
Caveats ...
Profiles are GENERALIZATIONS

Individuals vary in behaviours and
degree within the 4 profiles

Profiles are NOT for stereotyping but
rather to enhance our understanding
of differences in human behaviour

Personal Profile System
a tool with workplace applications (Carlson Learning Co) ...
DiSC instrument Assesses:
Tendencies - likely responses that come
effortlessly and spontaneously in
situations of stress etc
Strengths - contributions to the work team
Motivation - what excites and energizes
them
Fears - challenges that deter productivity
Limitations - over extension of strengths
Personal Profile System(Carlson Learning Co)
Classify 4 Behavioural Profiles - DiSC:
D- Dominance - focus on overcoming
opposition and challenges
i - Influence - focus on persuading and
influencing others
S - Steadiness - focus on achieving
stability, cooperation with others
C - Conscientiousness - focus on ensuring
quality and accuracy
Invitation to Reflect
What are some of the positive
experiences you have had with work
teams?

What are some of the challenges you
have encountered in providing
leadership for work teams?

When is a group a team?
Team
Shared values and goals
Interdependence
Accountability
Openness and authenticity in
communication
Loyalty to members - we-ness

WHY teams?
The WHOLE is larger than its parts
Increases full utilization of strengths of
team members
values diversity in gifts/talents and
skills
increases job satisfaction
essential in increasingly complex
environments
Organizational Team
Structures

Silos

Spiderwebs and

Geese
Silos
Teams within the organization
inter-team competition for resources,
achievement and recognition

Dept
..A
Dept
...B
Dept
C
CEO
Spider webs
Lots of cross unit communication and
participation in cross organizational
committees
Geese
How much does your team
resemble geese?

What are the lessons can your
team learn from the geese?

WHAT makes teams
effective or ineffective?
Shared mission, values and culture
Authenticity in communication and being

Understanding of how teams form and
function (group dynamics, group roles)

Valuing diversity and conflict
Clear understanding of expectations
Commitment and accountability
Characteristics of Effective
Teams: - 5 critical areas
1. Institutional/ Group mission, planning
and goal setting
2. Group Roles
3. Group operating processes e.g., team
meetings
4. Group interpersonal relationships -
DiSC
5. Intergroup relations

Group operating processes
Position relationships
Line relationships
Staff relationships
Formal (positional) leadership
Personal (informal) leadership
Pollicies & Procedures (rules vs. empowerment)
Team meetings!!
Interpersonal relationships
2 members = 1 relationship

4 members = 6 relationships



Intergroup relations

Authentic Valuing of diversity
Authentic valuing of ALL groups

The prophet in his own home town
phenomenon (Mark 6:4)
Authentic belief in the Whole as larger
than its parts
HOW can we make our teams
effective?

understanding how teams form and
function
we need to LEARN how to function in
teams (it is NOT innate)
we need to see that there is a benefit
to US and to ME (i.e., the team AND the
individual)

Motivating a Team
Adapted from Dale Carnegie & Associates, Inc (1996)
Deliver an Inspirational Opening
Hear Reports on Achievements
Address the Challenge
Conduct a Creative Thinking Session
Set SMART Goals
Identify Skills Needed to Achieve Goals
Get Commitment
Close - Inspirational
Facilitating Effective
Meetings
Components of an Effective Meeting
Builds team cohesiveness
Focused and results oriented
Aligned with Strategic Priorities
Everyone feels heard ownership of
decisions
Agreement to support our decisions

Facilitating Effective
Meetings
Agenda team input, advance notice
Ground Rules ownership of the team
Honour Time commitment
Member Roles e.g.,
Rotating roles facilitator, note taker,
time keeper, reminder, party whip etc.
Action Plans -

Making it happen!

Action plans that work are .
SMART - Specific
- Measurable
- Achievable
- Realistic
- Time based

Making it happen!

Decision Making:
Full hearing Why will this NOT work?
(Fullen)
Voting with DOTS
Matrix voting: Impact of Intended End
vs Power to Influence (Hi-Lo continuum)
Making it happen!

Build on the Strengths of the Diverse
Characteristics of the team!
Recognize the unique contributions of all 4
Personality Types (DiSC)
Manage the inevitable conflicts

Characteristics of Conflict
in the Workplace...
inevitable
can be positive
can be managed
resolution is NOT always the goal
Invitation to Reflect
Based on your understanding of the DiSC profiles,
what personality types do you think you may have
in your work team?

Please take a few minutes to jot down your
reflections using only one initial for the names of
your team members (to maintain anonymity)

Discuss with your colleagues why you think these
are the personality types of your team
Contribution to workteams ...
D- Dominance
decisive
not afraid of tough issues/situations
change = personal challenge that excites
them
keep team task focused

i - Influence
are people-oriented - always available to
assist others
focus on enhancing working relationships
(e.g., provide food for meetings)
inspiring, enthusiastic
need to be liked (to received positive
feedback)
readily give positive feedback to co-
workers
S - Steadiness
good team players
methodical and hard working, but expect
others to do their fair share also
good at listening
generally easy to get along with
do NOT like too much change
C - Conscientiousness
thorough, want all the data and accurate
data
insist on accuracy and detail
insist on following standards/rules
precisely
conscientious in their work (tendency
toward perfectionism)

All 4 profiles are needed for team/
organizational for maximum success

tendency to select co-workers who are
like us

need to seek out different profiles to
obtain a more holistic and enriched
workteam

Limitations of each Profile ...
D - Dominance Profile
may be seen as intimidating, insensitive,
impatient

i - Influence Profile
may be seen as disorganized, not detailed
enough, superficial, not task oriented
enough
Limitations of each Profile ...
S - Steadiness Profile
may be seen as indecisive, too indirect,
hesitant to implement needed change

C - Conscientiousness Profile
- may be seen as overly perfectionist,
aloof, digging in their heels
Building Effective Work
Teams

Invitation to discuss what you see as
current challenges in your work team

Propose at least 3 strategies to enhance
the dynamics of your team

Building and Working With Effective Work Teams: Facilitator

Uploaded by

Copyright:

Available Formats

You might also like

Building and Working With Effective Work Teams: Facilitator

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Building and Working With Effective Work Teams: Facilitator

Uploaded by

Copyright:

Available Formats

C 2006 New Insight Enterprises Inc.

You might also like