IE673Session 2 - Team Dynamics1 Team Dynamics NGT, Leadership, Facilitation.

IE673 Session 2 - Team Dynamics 1

Team Dynamics

NGT, Leadership, Facilitation

IE673 Session 2 - Team Dynamics 2

NGT Step 1

• Silent generation of ideas– Review task statement with group– Each member silently generates ideas– Write each idea on a separate 3 x 5 card– Limit to a 5 to 6 word phrase

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NGT Step 2

• Listing of all ideas– Collect and shuffle cards– Tape flip charts to wall– Exactly transfer ideas to chart pages

• 5 ideas per page max - leave space between

– Number the ideas in sequence

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NGT Step 3

• Group clarification of ideas– Scan list for clarity– Any objection veto’s a change/combination– Reduce to about 15 ideas– Lobby, if you wish, for favorite ideas– Avoid prolonged argumentation– Add, delete, modify ideas

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NGT Step 4

• Scoring and Ranking– Each member selects 5 best ideas– Write one idea number on 3 x 5 card– Concentrate on the five ideas– Assign 5 points to best of the five– Assign 1 point to the least important– Continue most - least rating for rest of cards

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NGT Step 5

• Collect cards and record on charts

1

Card 5

3 points

3. Reduce Cycle Time

5,3,3,5,4,2,1,1,3,5,5,

12/37

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NGT Step 6

• Rank ideas by:– Total Score– Use number of cards to break ties

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Consensus and Creativity

• Success requires

– Brainpower

– Communications

– Experience

– Synergy

• Consensus

– Agreement/Acceptance

• Creativity

– Bring into being/innovation

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Consensus Definition

• A form of decision making by which all group members have equal opportunity to express opinions; each member is able to support/accept the decision.

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Decision Making in a Group

UnilateralDecisions

MajorityVote

Consensus

Characteristics Made by Leader onindividual judgement

Democratic processw/ open or closed

ballot

Group discussion,judgement, ranking

process

Advantages Simplest, saves time,pinpoints individual

responsibility &accountability

Everyone’s votecounts; “buy-in”

> 51%

Max brainpower,max “buy-in”,

responsibility &accountability

Disadvantages Suject to personalbias, minimal “buy-in”, less than max

brainpower

Winners & losers;we/they; little

responsibility &accountability

Takes time; complex;process; facilitation;

training; skills

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Consensus

• Individual responsibilities

– Prepare your position

– Express ideas fully

– Listen (keep an open mind)

– Avoid conflict reducing techniques

– Avoid shortcuts

• Consensus compliments creativity

– Foster climate

– Enhances communications

– Applies brainpower

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Barriers to Creativity

• Perceptual– Seeing what you expect to see --stereotyping

• Cultural and Environmental– Taboos

– Lack of trust among colleagues

• Emotional– Fear of taking risks;making a mistake; failing

• Intellectual– Inflexible or inadequate use of strategies

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Barriers to Creativity (continued)

• Perception - The way we take in and interpret new information, ideas and points of view

• Three key principles of perception– Recognition

– Interpretation

– Expectation

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Barriers to Creativity (continued)

• Recognition - Relate to what we see; new information related to what is already known

• Interpretation - Bends new information into something you can recognize

• Expectation - Strongly held readiness to perceive one particular thing as opposed to alternative possibilities

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Roadblocks to Creativity

• Criticism

• “Killer Phrases”– That’s dumb

– It won’t work

– You can’t be serious

– That’s silly

– You’re kidding

– It’s not practical

– The boss won’t like it

– Not enough time

– It’s good, but …..

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Team Leadership Skills

• Leader neutrality

• Handling problem situations

• Questioning techniques

• Leader responsibilities

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Leader Neutrality

• Acknowledge what team members say with out indicating your own feelings, in order to foster openness and trust

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Leader Neutrality Matrix

Non-neutral Neutral

Participation Provide data;suggest ideas

Encourageothers

Facilitation Support ideas;steer group

action

Summarize;Restate;Question

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Handling Problem Situations

• Problem– Member doesn’t participate

• Approaches– Make eye contact when asking questions– Involve in group task and ask member to report– Phrase questions to draw members ideas– Ask a direct question

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Handling Problem Situations

• Problem– Member talks too much

• Approaches– Have member take notes– At a pause, rephrase and move on– Seat member in your “blind spot”– Let group cut member off

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Handling Problem Situations

• Problem– Members engaged in side conversations

• Stop and wait for conversation to end

• Stand behind talkers

• Give one an assignment

• Ask one a direct question

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Handling Problem Situations

• Problem– Obstinate disagreement

• Approach– Let the team handle– Change the subject– Ask member to restate opposing view– Ask person for constructive recommendation– Discuss with member outside of meeting

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Questioning Techniques

• Explore………Gather facts; look at all sides

• Restate…… Show listening; encouragement

• Reflect………………. Show understanding

• Summarize ………..…Check where team is

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Leader Responsibilities

• Plan and conduct effective meetings

• Monitor team’s effectiveness

• Balance project and people needs

• Us appropriate group facilitation techniques

• Rely on questioning

• Be neutral