team-building hrt 383. thanks to: ken blanchard, patricia zigarmi, & drea zigarmi, authors of...

Team-Building

HRT 383

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 IndustryGary Yukl, author of Leadership in Organizations

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“Autocratic”

Supportive Behavior“Democratic”

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 style

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 / Forming

382 Instructor formed the initial teams

The Management Plan process was designed to help you frame your purpose

Instructor(s) offered insight into structure, but what your team did/does and how it got/gets accomplished was/is your business

Round I in 382 & Round II in 383

Group Dissatisfaction / Storming

What did your team experience in Round I?Where was your storm? The team itself? One individual? Your management position? Your week of management? Formal vs. informal leadership?

In Round II (383), any “storms” are usually weaker!

Group Resolution / Norming

Behavioral NormsTeam “Code of Conduct”Examples: Consensus Communication Commitment Conduct

What did you learnin 382?

Group Production / Performing

In 382, getting the management plan doneWhy not just jump right in?Creating a guiding purposeTeam PhilosophyTeam Mission

Was your team fullyfunctioning?

Group Adjournment

Temporary break between quarters

383 – Round IIFormingStormingNormingPerformingAdjourning

Types of Teams

Functional Operating Team

Cross-Functional Team

Self-Managing Team

Self-Defining Team

Top Executive Team

Types of Teams

Functional Operating Team Formal Leader Members with similar, but specialized functions Example: Maintenance crew, SWAT team, sports

Cross-Functional Team Usually has a formal leader Members with different functions – various

stakeholders Example: Team to begin HACCP or TQM

program, or to kick-off a new promotion

Types of Teams

Self-Managing TeamNo formal leader - leadership may rotateMembership: similar functionsExternal leader, in the same organization,

to direct, coach, support, and delegate382 is similar to this model

Types of Teams

Self-Defining TeamNo formal leader - leadership may rotateFacilitator acts as leader – role rotatesMembership: similar goals or business

purpose, but specialization of roles is possible

Examples: Moosewood Restaurant, 383

Top Executive Team

Common Characteristics

Functional

Operating

Cross Functional

Self Managing

Self Defining

Top Executive

Autonomy-mission

Low Low-Mod Low High High

Autonomy- procedure

Low-Mod High High High High

Authority-internal

High High Low Low High

Duration High Low-Mod High Variable High

Stability High Low-Mod High Variable High

Functional diversity

Low High Low Variable High

A fully functioning team can…

Work together successfully

Solve problems and reach decisions in a way that incorporates individual input

Reach decisions through consensus

Can adapt to change

Achieve or exceed desired results