pb7mat_pert.12-13 review 2.pdf

7/23/2019 PB7MAT_Pert.12-13 Review 2.pdf

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REVIEW 2

By Sara Christina, 2013


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Functional and

dysfunctional rolesFunctional roles Dysfunctional roles

Task roles Information seeker Ideas killerAnalyser Dominator

Information giver Competer

Idea builder Aggressor

Summariser Critic

Standard setter Dissenter

Initiator Manipulator

Clarifier Complainer Trainer Show-off

Consensus builder Subject changer

Mediator Enthusiasm deflator Follower


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Functional and

dysfunctional roles

Functional roles

Dysfunctional

rolesProcessroles Gate-keeper Approval seeker

Tension reliever Withdrawer

Encourager Sarcastic remarker

Compromiser Recognition seeker

Harmoniser Status seeker

Friend CynicConflict seeker

Conflict avoider

Sniper


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Setting Team Goal

An inner force that drives us towards afuture ambition or target.

A team goal should be:

desired by enough

members to get them

working collaboratively

towards achievement

one that has been set by

members, this increases

participation.


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Stages of Goal

DevelopmentGoal development usually consists of

the following:1.General statement about the

purpose for which the group has

been formed. This statement usuallyhas no explicit actions associated

with it.

2.A refining of the goal to include an

indication of the actions to be taken(operational).

3.A clear description of the particular

and specific tasks that need to bedone to achieve the above.


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Action Planning

Setting out a course of action to achieve a goal.

a collection or

sequence of specific

tasksDivisible tasks (These can be brokeninto separate assignments, each of which

can be carried out by individuals or sub-

groups.)

Unitary tasks (These require thecollaborative effort of all group members and

cannot be subdivided, eg a final decision

that has to be made.)


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PLANNING AND ORGANIZINGWORKFLOW

By Sara Chris t ina, 2013


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The Planning Process

1. Establish a goal or target.

2. Determine what needs to be

done, when and how it

should be carried out.

3. Sequence the activities in

order of priority.

4. Inform the relevant people.5. Implement the plan.

6. Check progress against

targets.


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The Planning Tools


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What If The Plan DoesntWork?

You need to develop one or some of

these :

1. adaptive plans

2. preventative plans3. contingency plans.


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PROBLEM SOLVING ANDDECISION MAKING

By Sara Christina, 2013


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Identifying the Problem

Recurrent problems

Non-recurrent problems


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Types of Decision

Making

Programmed decisions (policies,procedures, accident forms, ordering

processes, stock control systems)

Non-programmed decisions


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Problem Solving and

Decision MakingProcess

1. Identify the problem.2. Establish desired outcomes.

3. Analyse the problem.

4. Generate alternative solutions.5. Evaluate and select the most

suitable solution.6. Implement the decision.

7. Follow up and evaluate results.


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Effective Decision

Making Behaviours

With regard to effective consensus-seeking, thefollowing behaviours should be followed:

1.View differences of opinion as natural and helpful

rather than a hindrance.

2.Avoid arguing blindly for your own position.

3.Do not change your mind merely to achieve

agreement.

4.View early agreement as suspect; should more timehave been taken to reach agreement?

5.Avoid win-lose stalemates and competitive thinking.

6.Be positive, assume your group is capable ofexcelling.


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Effective Decision Making

Behaviours

The effective decision maker:

1.Thoroughly covers a wide range of alternatives.2.Carefully weighs what is known about the impact of

negative and positive consequences.

3.Searches for new information relevant to further

evaluation of possible final alternatives.

4.Correctly assimilates and takes into account any new

information even if it does not support the choice

initially preferred.5.Makes detailed provisions for implementing the

decision with contingency plans that may be needed if

anticipated risks eventuate.


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Effective Decision

Making Behaviours

The effective leader of a decision-making group:1.Assigns the role of critical evaluator to each member.

2.Adopts an impartial stance instead of stating

preferences at the beginning.

3.Encourages members to discuss group deliberations

with outsiders and then report back on their responses.

4.Listens attentively and observes non-verbal and verbal

cues.5.Prevents group from making hasty decisions as a result

of concurrence-seeking.

pb7mat_pert.12-13 review 2.pdf

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