Team-Building HRT 382. Thanks to: Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors of Leadership and the One Minute Manager Ken Blanchard, Donald.

Team-Building

HRT 382

Thanks to:

Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors of Leadership and the One Minute Manager Ken Blanchard, Donald Carew, and Eunice Parisi-Carew, authors of The One Minute Manager Builds High Performing TeamsR. B. Lacoursiere, author of The Life Cycle of Groups: Group Developmental Stage Theory

Thanks to:

Stephen P. Robbins, author of Organizational Behavior: Concepts, Controversies, and ApplicationsTools for Teams: Building Effective Teams in the Workplace, edited by Craig SwensonRobert H. Woods and Judy Z. King, authors of Quality Leadership and Management in the Hospitality Industry

Individual Development

CompetenceKnowledgeSkill

CommitmentConfidenceMotivation

D4 D3 D2 D1

High Commitment

CompetenceLow

From "Leadership and The One Minute Manager"

Individual Development Stages

Coaching Choices

Directive Behavior

Supportive Behavior

Coaching StagesDirectingStructure, organize, teach & supervise

CoachingDirect and support

SupportingPraise, listen & facilitate

DelegatingTurn over responsibility for decision-making

Situational Leadership II

The Four Leadership Styles

(High) S3 S2 Supporting Coaching

Beh

avio

rS

uppo

rtiv

e

S4 S1

Delegating Directing

(Low) Directive Behavior (High)

High Moderate LowD4 D3 D2 D1

Developed DevelopingDevelopment Level of Followers

From "Leadership and The One Minute Manager"

Group Development

Orientation Called “Forming” in Robbin’s model Uncertainty about purpose, structure & leadership Members are “testing the waters”

Dissatisfaction Called “Storming” in Robbin’s model Characterized by intragroup conflict Members accept the existence of the team, but

individuals resist the constraints on their individual

Group Development

Resolution Called “Norming” in Robbin’s model Characterized by cohesiveness, identity, structure,

and a set of expectations Members develop closer relationships

Productivity Called “Performing” in Robbin’s model Structure of the team is fully functioning Members’ energy has moved from getting to know

phases to getting the work done

Group Development

Robbin’s model includes a final phase called “Adjourning”

This would be characterized by a temporary committee completing a task or achieving results based upon a goal

Your team may go through these five stages twice…

GDS4 GDS3 GDS2 GDS1Production Resolution Dissatisfaction Orientation

High Morale (Commitment)

Productivity (Competence)Low

From "One Minute Manager Builds High Performing Teams"

Adapted from "The Life Cycle of Groups: Group Development Stage Theory"

Group Developmental Stages

Situational Leadership II

The Four Leadership Styles

(High) S3 S2 Supporting Coaching

Beh

avio

rS

uppo

rtiv

e

S4 S1

Delegating Directing

(Low) Directive Behavior (High)

High Moderate LowG4 G3 G2 G1

Developed DevelopingDevelopment Level of the Group

From "One Minute Manager Builds High Performing Teams"

Group Orientation

Instructors will form the initial teams

The Management Plan and HRT 383 will help you frame your purpose

Instructors will offer insight into structure, but what your team does and how it gets accomplished is your business

Group Dissatisfaction

What might you expect?

The Team

Your management position

Your week of management

Formal vs. Informal Leadership

Group Resolution

Behavioral Norms

Team “Code of Conduct”

Examples:

Example Norms

We will maintain and share a positive attitude.

We are willing and eager to help one other.

We believe in being respectful of each other at all times.

Example Norms

We will maintain communication with each other, whether day or night, and we will share all information relevant to the team’s success.

We will openly share our thoughts and ideas with the team and we will be courteous and truly listen when others are sharing their thoughts and ideas.

We will be open, honest and professional in our communication at all times.

Example Norms

We will not bring our personal conflicts to the group.We will follow through on our individual and our team responsibilities.We will be responsible to each other, in part by doing what is needed for others and for accomplishing what is agreed upon.

Example Norms

We will refrain from sidebars, plops, and any activities that detract from the group process.We will respect diversity and welcome discussion from all members of the group.We will share their expertise and workload with one another.We will be punctual, prepared, positive, and actively participate in all meetings.Consensus will be reached after thoughtful, inclusive input.

Example Norms

We will have fun and be silly!

We will have fun and enjoy the process!

Group Production

Getting the Management Plan done

Why not just jump right in?

Creating a guiding purposeTeam PhilosophyTeam Mission

Group Adjournment

Temporary break

What will happen next quarter?FormingStormingNormingPerformingAdjourning

What’s Next?

Forming

Storming

Norming