SESSION 8.

SKILLS AND PRACTICE

TEAM MANAGEMENT

techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal

Ken Blanchard

Why is team important?

TEAM MANAGEMENT

DelegationTeam charterTask allocationTeam motivationTeam developmentWorking with the teamCommunication (internal, external)Managing discipline (feedback, cohesiveness,

individual interests)

GUESS WHO THEY ARE?What do they have in common?

• GUSTAVE LE BON• SIGMUND FREUD EDWARD BERNAYS• JACOB l. MORENO• KURT LEWIN• WILLIAM SCHUTZ• WILFRED BION• BRUCE TUCKMAN• M. SCOTT PECK• RICHARD HACKMAN

GROUP DYNAMICS

Interdisciplinary:psychology, sociology, anthropology, political science, epidemiology, education, social work, business, and communication studies

A group isto grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results

GROUP DYNAMICS

Team Development Model Bruce Tuckman

Four stage model:• Forming • Storming• Norming• Performing

MOTIVATION

COMMUNICATION• ensure flow of communication• get the right information to the right person at the

right time and in a cost-effective mannerEffective communication:● An exchange of information● An act or instance of transmitting information● A verbal or written message● A technique for expressing ideas effectively● A process by which meanings are exchanged between

individuals through a common system of symbols

COMMUNICATION

Communication environment as a network of channels – most of them two-way channels

upward –downwardlateral peers, cutomers;

friends, social groups, organizations

a breakdown in communications occurs disaster follows

Kerzner

COMMUNICATION

NOISE

coding decoding

COMMUNICATION

NOISE:• Perception barriers• Personality, (self-)interests, likes, dislikes• Attitudes, emotions, prejudices, needs• Assumptions• Relations• Selective listening• Position, status• Preconceived ideas• Previous knowledge

COMMUNICATIONbreakdown

Internal factors:● Power games● Withholding information● Management by memo● Reactive emotional

behaviour● Mixed messages● Indirect communications● Stereotyping● Transmitting partial

information● Blocking or selective

perception

External factors:

● The business environment

● The political environment

● The economic climate● Regulatory agencies● The technical state-of-

the-art

COMMUNICATION

Verbal - Non-verbalFormal - InformalTypical business communication skills:• Meeting• Negotiation• Presentation• Persuasion• PR• Marketing• reporting

COMMUNICATION

STYLES:

● Authoritarian: gives expectations and specific guidance

● Promotional: cultivates team spirit

● Facilitating: gives guidance as required, noninterfering

Behaviourist and Cognitive Approaches

Behaviourist • Studies only

observable behaviour

• Problem solving occurs by trial and error

Cognitive• Studies also

mental process• Problem solving

also involves insight and understanding

PERCEPTION

• We do not perceive objective reality, but we believe that whatever we see is real.

• Our perceptions are our personal reality, and they influence our behaviour.

Wendy Bloisi (2003).

PERCPETUAL DISTORTIONS

Sources of perceptual errors:

oSelective perceptionoStereotypingoHalo EffectoProjection

HEURISTICS

a way of solving problems by discovering things yourself and learning from your own experiences (OED) A heuristic is a mental shortcut that allows people to solve problems and make judgments quickly and efficiently. These rule-of-thumb strategies shorten decision-making time and allow people to function without constantly stopping to think about their next course of action. Heuristics are helpful in many situations, but they can also lead to biases. (PSYCHOLGY)

HEURISTICS

Heuristics play important roles in both problem-solving and decision-making. While heuristics can speed up our problem and decision-making process, they can introduce errors. Just because something has worked in the past does not mean that it will work again, and relying on an existing heuristic can make it difficult to see alternative solutions or come up with new ideas. And it can be biased...

HEURISTICS

the availability heuristic (immediate examples that come to mind)the representativeness heuristic (estimate the (frequency of) likelihood of an event by comparing it to an existing prototype that already exists in our minds) Amos Tversky and Daniel Kahneman

Prospect TheoryAlso known as: loss-aversion theoryperceived gains rather than perceived losses

INTUITION

“Intuition is the opposite of rationality.IT IS NOT.Intuition is unconscious intelligence based on personal experience and smart rules of thumb. You need both intuition and reasoning to be rational.”Using gut feelingNever ask why? Ask how much they could know about the case

DECISION MAKING

is a mental, cognitive process.

This process results in a final choice.

Rational – irrationalBounded rationality – Herbert Simon

DECISION MAKING

"I define [intelligence] as your skill in achieving whatever it is you want to attain in your life within your sociocultural context by capitalizing on your strengths and compensating for, or correcting, your weaknesses”

STERNBERG’s Triarchic Theory of Human Intelligence

• Analytical (componential)• Creative (experiential)• Practical (contextual)

DECISION MAKING

Stages:

Orientation stage

Conflict stage

Emergence stage

Reinforcement stage

Steps:1. Outline your goal and outcome2. Gather data3. Brainstorm to develop alternatives4. List of pros and cons5. Make the decision6. Take action7. Evaluate, draw conclusion, learn from it

McMahon

DECISION MAKING Vroom-Yetton-Jago Decision Model – group decision making

DECISION MAKING

Problem solving

Steps

• Defining the problem• Understanding the problem environment• Generating alternative solutions• Analyzing risks, hidden assumptions, and

unexpected impacts• Selecting the best solution

PROBLEM SOLVING

Tools:

1. 5 whys, cause and effect analysis, CATWOE,2. SWOT analysis, Porter five forces, PESTEL3. Brainstorming, reverse brainstorming, Delphi,

NGT4. FMEA, risk analysis5. Cash flow analysis, project evaluation,

APPRECIATIVE INQUIRY

PROBLEM SOLVING

"Dr. Watson, Mr. Sherlock Holmes," said Stamford, introducing us."How are you?" he said cordially, gripping my hand with a strength for which I should hardly have given him credit. "You have been in Afghanistan, I perceive.""How on earth did you know that?" I asked in astonishment."Never mind," said he, chuckling to himself.

PROBLEM SOLVING

‘THE HOLMES METHOD’

OBSERVATION – searching for clues1.IDENTIFYING SIGN2.THE PRINT, THE TRACE3.INDIRECT TRACE4.WRITTEN DOCUMENT5.OBJECTS

PROBLEM SOLVING

• DEDUCTION• EXAMINATION OF CLUES• PRELIMINARY KNOWLEDGE

– COMPARISON– REASONING BACKWARDS

QUOTES

Insanity: doing the same thing over and over again and expecting different results.No problem can be solved from the same level of consciousness that created it.Albert EinsteinIf you only have a hammer, you tend to see every problem as a nail.Abraham Maslow

If you can't solve a problem, then there is an easier problem you can solve: find it.Pólya György

QUOTES

“The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem.”Theodore I. Rubin

”Life is a crisis – so what!”

Malcolm Bradbury