Team Building

Housekeeping & Last week Qs OD News Team building Team experiences Background on TB Teams design TB program Discuss team
team building
Next week: Innovation diffusion & transition management
Considerations for the final paper
The focus of the paper should be at the team or organizational level, not the individual The purpose of the paper is to demonstrate your use of the terms and concepts, vocabulary, and familiarity with the application of OD practices be sure you demonstrate these, not just your familiarity with the situation which you had before the course Assume the reader is a manager but not necessarily expert in OD. Explain your terms and reasoning. Develop your argument and provide support (citations) for your key assertions Other questions?
Team Building in OD
You Americans have caught on to our secret of productivity in Japan teams! But we will still win. You think all you need to do is to put people together in groups and something will happen. We know thats only the beginning. -- President of Matsushita
When it just doesnt work our the way you planned The failure of teams
6 out of 10 work teams fail
It may take a year or more for new teams to reach pre-team performance levels
SDWTs work least well during downsizing (when most needed)
58% of executives express frustration in developing and sustaining team motivation

>50% of teams fail due to unclear or changing objectives, lack of accountability or management support Managers report limiting effort on 56% of their teams
When Team Members Give Up

In a study of 569 managers, they reported that they limited their efforts or input in over 56% of the teams in which they participated. The major causes for giving up were cited as: Presence of someone with expertise (73%)--I wasn't needed Presentation of compelling argument (62%)--I didn't have other information for an argument Lack of confidence in ability to contribute (61%)--I wasn't prepared or there were other "high power" people.
Unimportant or meaningless decision (52%)--why waste my time?

Pressures to conform to team decision (46%) --groupthink at its best! Dysfunctional decision making climate (39%)--you want me to risk what?!
1. Whats the difference between successful & unsuccessful teams? 2. When should team-building be done?
How does self-disclosure fit into team building?
Risk-Taking
What are the assumptions of a developmental model?
Low High
Social
High
Task
Low Adjourning
Joining
What should you consider in designing team building?

Background History, norms, culture Context of current request Why now (not 6 months earlier/later?) What happens if TB is not done? What do you want to be different? Whats prevented this from happening until now? Design Sufficient time (2-3 hours); protected time (retreat) Homework, preparation Legitimacy, authorization, support Materials (handouts, surveys, facilities, A-V, etc.) Structured exercises & processing Evaluation What are the immediate, short and long term indications that TB was successful? (e.g., Kirkpatrick Model)
What outcome measures might be considered regarding outcomes?
Outcomes: Did it contribute to an observable & material difference?

Transfer to work: Did you take the new learning to work & apply it? Learning outcomes: did you get what you expected? Meet objectives? Participants immediate reaction: Did you enjoy it?
Kirkpatrick Evaluation Model
Weirs model of experiential learning

T-group (Training Group) X X X X
Key incidents
Positive experiences
X X X
Negative experiences
16 weeks
Microlab
Sequence of structured exercises

3 hours
The
Dimensions of Style
(Jungian Model)
Introversion/Extraversion What energizes you?
Sensing/Intuiting What is the focus of your attention? Thinking/Feeling How do you make decisions? Judging/Perceiving How do you structure your behavior?
What energizes you? Introversion-Extraversion

Introversion
quiet concentration like details & dislike generalizations
Extraversion
variety & action like fast, uncomplicated procedures
not remember names and faces

work one project for long periods
good at greeting people

impatient with long slow tasks results oriented
interest in idea behind task

think before acting work well alone less communicative
dont mind interruptions

act first, think later like people around communicate freely
What is the focus of your attention? Sensing-Intuiting
Sensing
Dislike new problems Use established methods Like using old skills more
Intuiting
Like new problems

Dislike repetition Enjoy learning new skills Bursts of energy Reach conclusions quickly Impatient with routine details Patient with complexity Follow inspirations Errors of fact Dislike time for precision
Work steady and paced

Step by step conclusion Patient with routine details Dont trust inspiration Rare errors of fact Good at precise work
How do you make decisions? Thinking-Feeling
Thinking
Not show or uncomfortable with emotions Hurt feelings without knowing Analysis & logical order Conflict is OK Decide impersonally
Feeling
Aware of people & feelings Pleasing people Like harmony; dislike conflict
Decisions influence by likes & wishes

Need occasional praise Dislike discipline and control
Fairness & justice important Can reprimand & discipline

Responds to ideas Firm-minded
Respond to values & feelings

Sympathetic
How do you structure your behavior? Judging (structure)-Perceiving (change)
Judging
Make plans and follow them
Perceiving
Adapt to changing situations
Things settled and finished

Decide too quickly Dislike changing priorities Not notice new things Just the essentials Satisfied with decision
Leave things open

Open-ended decisions Too many unfinished projects Postpone unpleasant jobs
Want to know everything

Curious and open to ideas
Stage 1: Forming
Assessing resources & setting direction
1.
Stage 2: Storming
Positioning, influence, conflict, complementarity
Stage 3: Norming
Identity, cohesion, monitor norms
Stage 4: Performing
Maintain high performance
What is our understanding of the goals and objectives which this team was organized to achieve? How can we ensure we are all going in the same direction? 2. What special skills, information, backgrounds, and expertise do each of us bring to this team? 3. What structure, format, or style do we prefer for our meetings? 4. What roles do each of us prefer on a team? What are our strong and weak roles? Which do we over/underuse? 5. What are our preferred styles of working and relating? How can these differences be used to complement each other, and be sequenced for more effective problem solving? 6. What stresses each of us? How might our styles change under pressure? What can we look for as signs of stress? How can we give useful and acceptable feedback and support at these times? 7. About what are we most likely to disagree? What are our preferred modes of conflict and conflict resolution? How can we disagree constructively? 8. What can we do to enhance the identity and cohesiveness of this team? How can we create our own team culture? 9. What norms do we bring from other team experiences? What norms would we like to explicitly include or avoid? 10. How can we ensure a team culture in which we can freely question and update restrictive norms? 11. How can we best monitor and discuss our team processes so we can continue to develop and improve?
Your task is to:
design a 1.5 - 3 hour team-building experience for a specific group and setting
prepare a brief class presentation of your design (include outline of objectives, activities & rationale) Reflect on and discuss your own team processes in constructing this design:
What did we observe about our own team processes?

What should we stop, start, or continue?

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Housekeeping & Last week Qs OD News Team building Team experiences Background on TB Teams design TB program Discuss team

Next week: Innovation diffusion & transition management

Considerations for the final paper

58% of executives express frustration in developing and sustaining team motivation

When Team Members Give Up

Unimportant or meaningless decision (52%)--why waste my time?

How does self-disclosure fit into team building?

What are the assumptions of a developmental model?

What should you consider in designing team building?

What outcome measures might be considered regarding outcomes?

Outcomes: Did it contribute to an observable & material difference?

Kirkpatrick Evaluation Model

Weirs model of experiential learning

Sequence of structured exercises

Introversion/Extraversion What energizes you?

What energizes you? Introversion-Extraversion

not remember names and faces

good at greeting people

interest in idea behind task

dont mind interruptions

What is the focus of your attention? Sensing-Intuiting

Like new problems

Work steady and paced

How do you make decisions? Thinking-Feeling

Decisions influence by likes & wishes

Fairness & justice important Can reprimand & discipline

Respond to values & feelings

How do you structure your behavior? Judging (structure)-Perceiving (change)

Things settled and finished

Leave things open

Want to know everything

Your task is to:

What did we observe about our own team processes?

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