SOC/110: Work Shop 2: Team Building Process & Strategies Joseph Lewis Aguirre Teamwork, Collaboration, and Conflict Resolution.

SOC/110:Work Shop 2: Work Shop 2: Team Building Process & Team Building Process & StrategiesStrategies

Joseph Lewis Aguirre

Teamwork, Collaboration, and Conflict Resolution

• Identify individual strengths and weaknesses as they relate to teams and team roles.

• Examine the impact of leadership roles on team processes.

• Examine behaviors, including trust building, conducive to effective teams.

• Identify relevant team objectives and goals as they relate to team productivity.

• Develop effective team agreements.

EXPERT ADVICEEXPERT ADVICEWS2: TEAMBUILDING PROCESSES AND STRATEGIES

WS2: TEAMBUILDING PROCESSES AND STRATEGIES

1) Task orientation• a) Focus on work at hand• b) Focus on who does what

2) Relationship orientation• a) Focus on making sure everyone is comfortable• b) Focus on mood, meeting processes• c) Focus on shared concerns

3) Information orientation• a) Focus on knowledge, facts and statistics• b) Focus on research

EXPERT ADVICEEXPERT ADVICEStrengths - Weaknesses: Orientation

Strengths - Weaknesses: Orientation

4) Implementation orientation• a) Focus on decision making• b) Focus on doing the job and having fun• b. All styles used to an extreme may be a strength or

a weakness. • c. Team members need to know their strengths and

their weaknesses in order to be an asset to a team.

EXPERT ADVICEEXPERT ADVICEStrengths - Weaknesses: Orientation

Strengths - Weaknesses: Orientation

2. Leadership Roles and Team Processes

a. Leadership Theories

1) Trait

2) Contingency

3) Behavioral

b. Leaderless Group

EXPERT ADVICEEXPERT ADVICEStrengths - Weaknesses: Leadership Roles and Processes

Strengths - Weaknesses: Leadership Roles and Processes

c. Power

1) Positional

2) Coercive

3) Charismatic

4) Passive

5) Autocratic

6) Reward

EXPERT ADVICEEXPERT ADVICEStrengths - Weaknesses: Leadership Roles and Processes

Strengths - Weaknesses: Leadership Roles and Processes

a. Positive Behaviors

1) Equality

a) Participation

b) Decision making

c) Team building

2) Honesty

3) Humility

4) Encouraging of others

5) Friendliness

6) Sense of Humor

EXPERT ADVICEEXPERT ADVICETeam Building BehaviorTeam Building Behavior

b. Challenges

1) Inappropriate Humor

2) Hidden Agendas

3) Mind Games

4) Conflict for the sake of conflict

5) Power struggles

c. Feedback

1) Positive behaviors

a) Focus on behavior instead of individual

b) Use "I" statements

c) Open dialogue for questions

d) Give feedback to the right person


2) Negative behaviors

(1) Use of toxic language

(2) Name calling

(3) Labeling

(4) Over generalizations

(5) Fallacious language

3) Role of Feedback

a) Reinforce positive behaviors

b) Catalyze effective change

c) Promote self-reflection on individual and team level

d) Ensure process goals are met

e) Maintain focus


a. Guidelines for Goals

1) Relate to team productivity

2) SMART goals

b. Guidelines for Objectives

1) Provide steps to reach goals

2) Hint at plausible strategy for completion

3) Built through consensus

4) Align with stated purpose

5) Provide focus

6) Realistic and manageable

EXPERT ADVICEEXPERT ADVICETeam Objectives and GoalsTeam Objectives and Goals

a. Clear purpose

b. Promote full and open discussion

c. Acknowledge diverse perspectives

d. Meet team needs as well as some individual needs

e. Dynamic and fluid - must contain mechanism to accommodate changes

EXPERT ADVICEEXPERT ADVICETeam AgreementsTeam Agreements

• If it's a good idea, go ahead and do it. It is much easier to apologize than it is to get permission.

- Admiral Grace Hopper • The most important quality in a leader is that of being

acknowledged as such. - Andre Maurois

• You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the

thing you think you cannot do. - Eleanor Roosevelt

• Leadership in today's world requires far more than a large stock of gunboats and a hard fist at the conference table.

- Hubert H. Humphrey

EXPERT ADVICEEXPERT ADVICELeadership QuotesLeadership Quotes

• All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and

not much else, is the essence of leadership. - John Kenneth Galbraith, U.S. economist “The Age of Uncertainty”

• The real leader has no need to lead - he is content to point the way.

- Henry Miller • It's amazing how many cares disappear when you decide

not to be something, but to be someone. - Coco Chanel


• Most of the ladies and gentlemen who mourn the passing of the nation's leaders wouldn't know a leader

if they saw one. If they had the bad luck to come across a leader, they would find out that he might

demand something from them, and this impertinence would put an abrupt and indignant end to their wish

for his return.

- Lewis H. Lapham


• Leadership consists not in degrees of technique but in traits of character; it requires moral rather than

athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of self-restraint.

- Lewis H. Lapham • I am a leader by default, only because nature does

not allow a vacuum. - Bishop Desmond Tutu

• If one is lucky, a solitary fantasy can totally transform one million realities.

- Maya Angelou


• People ask the difference between a leader and a boss. . . . The leader works in the open, and the boss in covert.

The leader leads, and the boss drives. - Theodore Roosevelt

• The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on. . . . The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can

deal with successfully. - Walter Lippmann


• There is no such thing as a perfect leader either in the past or present, in China or elsewhere. If there is one, he is only pretending, like a pig inserting scallions into

its nose in an effort to look like an elephant. - Liu Shao-ch'i

• There's no such thing as a race and barely such a thing as an ethnic group. If we were dogs, we'd be the same breed. . . . Trouble doesn't come from Slopes,

Kikes, Niggers, Spics or White Capitalist Pigs; it comes from the heart.

- P. J. O'Rourke (b. 1947), U.S. journalist. Holidays in Hell, Introduction (1988).


• Our flag is red, white and blue, but our nation is a rainbow-red, yellow, brown, black and white-and we're all precious in

God's sight. - Jesse Jackson (b. 1941), U.S. clergyman, civil rights leader. Speech, 16 July 1984.

• If you obey all the rules, you miss all the fun. - Katharine Hepburn

• E pluribus unum. (Out of many, one.) - Motto for the Seal of the United States. Adopted 20 June

1782, recommended by John Adams, Benjamin Franklin and Thomas Jefferson, 10 Aug. 1776, and proposed by Swiss

artist Pierre Eugene du Simitière. It had originally appeared on the title page of the Gentleman's Journal (Jan. 1692).


• If we cannot end now our differences, at least we can help make the world safe for diversity. - John F. Kennedy (1917-63), U.S. Democratic politician, president. Speech, 10 June 1963, American University, Washington, D.C., on Russo-American relations.

• In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions. - Margaret Wheatly Leadership and the New Science

• Whoever is careless with the truth in small matters cannot be trusted with the important matters. - Albert Einstein

• Life is change. Growth is optional. Choose wisely. - Karen Kaiser Clark


• The quality of leadership, more than any other single factor, determines the success or failure of an organization.

• - Fred Fiedler & Martin Chemers Improving Leadership Effectiveness

• Don't be afraid to take a big step when one is indicated. You can't cross a chasm in two small steps. - David Loyd George

• There is no contest between the company that buys the grudging compliance of its work force and the company that enjoys the enterprising participation of its employees - Ricardo Sempler

• Excellence is not an accomplishment. It is a spirit, a never-ending process. - Lawrence M. Miller


• You will do foolish things, but do them with enthusiasm. - Colette

• The first responsibility of a leader is to define reality. The last is to say thank you. - Max DePree

• When what you are doing isn't working, you tend to do more of the same and with greater intensity. - Dr. Bill Maynard & Tom Champoux Heart, Soul and Spirit

• Every organization must be prepared to abandon everything it does to survive in the future. - Peter Drucker

• A friend of mine characterizes leaders simply like this: "Leaders don't inflict pain. They bear pain." - Max DePree


• Ah well! I am their leader, I really ought to follow them! - Alexandre Auguste Ledru-Rollin

• Dictators ride to and fro upon tigers which they dare not dismount. And the tigers are getting hungry. - Winston Churchill

• A new leader has to be able to change an organization that is dreamless, soulless and visionless ... someone's got to make a wake up call. - Warren Bennis

• I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation. - Warren Bennis


Management: Authoritative control over the affairs of others, an act or instance of guiding, the act, manner, or practice of managing; handling, supervision, or control.

Leadership: The capacity to lead others, an act or instance of guiding, leadership" can come from an individual, a collective group of leaders. Managers are people who do things right, while leaders are people who do the right thing. - Warren Bennis, 1997

Leadership & ManagementLeadership & Management

Leadership Core CompetenciesLeadership Core Competencies

1. Visioning

2. Self Mastery

3. Change Management

4. Problem Solving

5. Interpersonal Skills

6. Teamwork

7. Communications

U.S. Army 23 Traits of Character

2. Confidence, Bearing, Confidence, Courage, Integrity, Decisiveness, Justice, Endurance, Tact, Initiative, Coolness, Maturity, Will, Assertiveness, Candor, Sense of humor,Commitment, , Self-discipline, Humility, Competence

1. Creativity

5. Empathy/Co

mpassion.

3. Improvement, Flexibility.

Six Spokes of TrustSix Spokes of Trust

Decision Making FrameworkDecision Making Framework

Strategic Management Executives, Directors

-Transformation

Tactical Management Business Unit Managers

-Effective, right thing

Operational Management

Efficient, do thing right

Decision Structure

Structured

Semi Structured

Un Structured

Information Characteristics

Ad Hoc Unscheduled Summarized Infrequent Forward looking External Wide Scope

Pre specified Scheduled Detailed Frequent Historical Internal Narrow Focus

RELATIVE TIME SPAN

Business Professionals

Problem SolvingProblem Solving

Design

Intelligence

Choice

ProblemSpace

ProblemSpace

Decision Making ProcessDecision Making Process

Intelligent Phase

Objectives Problem statement Data Collection

Design Phase

Modeling Criteria Alternatives

Choice

Solutions to the Model Sensitivity Analysis Plan for implementation

Implementation

Problem IdentificationProblem Identification

•Clearly defined

•Ill Defined

•Problems Vs Opportunities

•Group Vs Individual

• "There is no need for any individual to have a computer in their home" - Ken Olson, president of Digital Equipment Corp., 1977.

• "640k ought to be enough for anybody" - Microsoft founder Bill Gates, 1981

EXPERT ADVICEEXPERT ADVICEDecision Making - ExpertsDecision Making - Experts

Organizational EffectivenessOrganizational Effectiveness

Values

GOALS

STRUCTURE

CLIMATE

ENVIRONMENT

MarketplaceOther Teams

CultureCompetition

Pressures

Clarity Commitment

Reward System

Reporting Relationships

Feedback System

Behavior Norm

Decision Making

Competition

Enthusiasm

Stress

Trust

Involvement

Flexibility

Collaboration Mission Philosophy

Accountability

Conventional view:

Violence is a result of environment

Neuroscience report:

Violence is a function of abnormal brain activity caused by brain damage.

Christian view:

Violence is a result of (original) sin in people.

Different Perspectives Different Perspectives

• Broad

– Physiology, psychology, sociology

• Narrow

– Gender, age, birth, order, culture, education, economic status, religion, etc.

Forces of Influence Forces of Influence

• We distort the way we perceive the world

• We differ in our views of reality

• We can make hurdles instead of walls

Forces of Influence Forces of Influence

Problem SolvingProblem Solving

Intelligent Phase

Objectives Problem statement Data Collection

Design Phase

Modeling Criteria Alternatives

Choice

Solutions to the Model Sensitivity Analysis Plan for implementation

Implementation

Framing the Problem

1.Identify the problem 2.Define criteria, goals 3.Evaluate effect of the problem

Making the decision

4.Identify causes 5.Alternatives 6.Impact of alternatives 7. Make decision

Evaluation

8. Measure impact 9. Implementation

#1: Wasted time

#2: Opportunity cost of wasted time

#3: Lowered job motivation and productivity

#4: Lost performance due to conflict-related absenteeism

#5: Loss of investment in skilled employees

#6: Conflict-incited theft, sabotage, vandalism, and damage

#7: Restructuring around the problem

#8: Health costs

#9: Degraded decision quality

Cost FactorsCost Factors

Window Into Conflict ResolutionWindow Into Conflict Resolution

Window on World of DPWindow on World of DPIntent Need Category

Get it done right Control Ruler Get it done right Accuracy Analyzer Get Along Approval Relater Get Appreciated Attention Entertainer

Relater Entertainer

Analyzer Ruler

Passive Aggressive

Tas

k O

rien

ted

Peo

ple

Ori

ente

d

Non-adversarialattitude toward other

Adversarialattitude toward other

CoercionEvasion

Engagementwith other

Disengagementfrom other

A number value for your organization

A number value for your organizationDetachment Collaboration

Window Into Conflict ResolutionWindow Into Conflict Resolution

Step 1: SWOT

Step 2: Train - Establish the core competencies

Step 3: Coach ~ Support the learning

Step 4: Enable - Remove the obstacles – culture driven

Step 5: Institutionalize ~ Train in-house expertsEstablish a panel of skilled mediators to resolve disputes that are not successfully resolved by the core competencies gained by Training (Step 2) and supported by Coaching (Step 3).

Step 6: Feedback - Compare to benchmarks

Conflict Resolution StrategyConflict Resolution Strategy

30% of a managers time is spent dealing with conflictFortune 500 company executives are involved in litigation related activity 20% of their time.

SOC/110: Work Shop 2: Team Building Process & Strategies Joseph Lewis Aguirre Teamwork, Collaboration, and Conflict Resolution.

Documents

team processes

team roles

c team

orientation slide

team productivity

expert advice ws2

meet team

team members