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Productive Work Teams
COS 4880Bruce Barnard
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“Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has”.
Margaret Meade
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Roadmap First Weekend
Individual Feb 17 & 18
Second Weekend Team Mar 31 & Apr 1
Third Weekend Environment Apr 21 & 22
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Contact Information
Instructor: Bruce Barnard, M.S.
E-Mail: [email protected]
Phone: Phone 217 778-8470
Office Hours: By appointment
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Course Description An introduction to
theory and practical application related to designing and effectively functioning in work teams.
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Course Expectations (Team)Team and Team Effectiveness Presentation(analysis, recommendations, and presentation)
50 Points SDWT Feasibility Study Presentation(analysis, recommendations, and presentation)
50 Points
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Course Expectations (Team)
Two exams (50 points each) 100 Points
Team Closure Ceremony
20 Points
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Course Expectations (Individual)
In-class Learning Participation 135 Points
(9 class periods, 15 points each)
Professional Journal Article
(summary and application)
75 Points
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Course Expectations (Individual)
Reflective Journal
(7 blocks of class time) 70 Points
Peer Evaluation of Team Members 100 Points
Graduate Paper
200 Points
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GradingUndergraduates540-600 A480-539 B420-479 C360-419 DBelow 360 F Graduates720-800 A640-719 B560-639 C480-559 DBelow 480 F
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Experiential Learning Learn by Doing Do by Learning
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Behavioral Expectations Participate Listen deeply and genuinely to
others Prepare Open your mind to new ideas Enjoy yourself Respect your ability to grow
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Behavioral Expectations Respect others Communicate that respect Experiment and take risks Accept principle of equifinility Seek questions Honor your promises
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An Invitation to Deep Listening
Gerard Egan, The Skilled Helper
Attending Accurate empathy Genuiness Respect
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An Invitation to Deep Listening SOLER
Squarely face your team member Adopt an Open posture Lean towards the speaker Make Eye contact Relax
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Levels Individual Team Inter-Team Environment
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Types of Teams What types of teams have you
worked on or seen at work
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Types of Teams Task Force (temporary, assembled to
investigate as specific issue or problem) Problem Solving (same as task force) Product Design (temporary, assembled
to design a product or service) Committee (temporary or permanent,
assembled to act on some matter)
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Types of Teams Work Group (permanent, a group of
workers who receive direction from a leader)
Multi-Agency (temporary or permanent, representatives of multiple agencies assembled to improve coordination)
Quality Circle (a group of workers who meet to improve performance or uncover and solve problems.
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Types of Teams Work Team or Self-Directed Work
Team(An on-going group of workers who share a common mission who collectively manage their own affairs within pre-determined boundaries)
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What Makes a Group a Team? Group exercise
Our definition of a team
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What Makes a Group A Team Hughes, Ginnett & Curphy
All groups are characterized by mutual interaction and reciprocal influence.
Teams also have a strong sense of identification;
Common goals and tasks; Task interdependence; Specialized skills and roles.
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Why Teams?“Perhaps the biggest reason for the movement toward empowered work teams is the fact that teams work”.
Wellins, Byham, & Wilson
An effective team’s output exceeds the sum of the individual contributions.
Why?
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Stages of Group Development Forming Awareness Storming Conflict Norming Cooperation Performing Productivity Adjourning Separation
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Stages of Group Development Polite Stage Why we are here Bid for power Constructive Team
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Stages of Group Development Getting started Going in circles Getting on course Full speed ahead
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Team Effectiveness The Orpheus Experience
Roles are stated, agreed upon, and understood
Members invest an equal amount of time in doing real work on the team
Outcomes drive the team Members pay attention to how they work
together The purpose and mission of the team is
clear
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Team Effectiveness The Orpheus Experience
Deadlines are stated and respected Teams receive support from the
organization Teams understand their
interdependence with other teams and supports other teams
Teams are accountable to the organization
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Team Effectiveness Aged
Clearly stated objectives Small successes reinforce commitment Diverse objectives linked to a common
purpose Common goal that benefits all members Mutually supportive Adversity strengthens bonds Recognize & reward real and symbolic needs
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Team Effectiveness The team effectiveness model
Inputs Individual contributions teamwork organizational factors (rewards,
incentives)
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Team Effectiveness The team effectiveness model
Process Work hard enough Have sufficient knowledge and skills Have an appropriate strategy Have constructive group dynamics
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Team Effectiveness The team effectiveness model
Outputs Goods Services Decisions Quantity Quality
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The Team Meeting Teambuilding Inc.
Is this meeting necessary? What is your goal for the meeting? Have an agenda Get everyone involved Foster debate, brainstorm, be creative Keep minutes 2 minute evaluation, what went well, what
can be improved
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What Hurts? Negative body language False participation (yessing for political
gain) Triangling Crosstalk Stamp Collecting Going deep Destructive humor
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What Helps? Melinda Zetlin
Open-mindedness Deal with the conflict Respect each others time Listening Low defensiveness Full participation Honesty
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Teamwork
“There has never been a greater need for mastering team learning in organizations than there is today”.Peter Senge