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Courage is what it takes to stand upand speak. Courage is also what ittakes to sit down and listen.
Sir Winston Churchill
TEAM MANAGEMENTGETTING GOING
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TEAM MANAGEMENTLESSON OBJECTIVES
KNOW THE IMPORTANCE OF WELL-MANAGED CONFLICT
UNDERSTAND KEY CAUSES OF CONFLICT
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TEAM MANAGEMENTOVERVIEW
TEAM STAKEHOLDERS MEETINGS, BLOODY MEETINGS VALUING CONFLICT PERSONALIZING CONFLICT CONFLICT AND TEAMS COMMON CAUSES
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TEAM MANAGEMENTMANAGERIAL CHALLENGES
PROVIDE SCOPE OF PROBLEM PROPERLY FORM TEAM ENSURE TEAM AND ORG ALIGNMENT ASSIST IN COMMUNICATION REVIEW TEAM’s PLAN AND PROGRESS
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TEAM MANAGEMENTEFFECTIVE CHANGE
ASK OTHERS’ OPINIONS UNDERSTAND THE REAL NEED “IF YOU ALWAYS DO WHAT YOU’VE
ALWAYS DONE, YOU’LL ALWAYS GET WHAT YOU’VE ALWAYS GOT”
LISTEN MORE AND SPEAK LESS
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TEAM MANAGEMENTPRE-TEAM FORMATION
“PLUG” INTO INFORMAL NETWORKS FIND “MOMENTUM” ISSUES KNOW WHAT MAKES PEOPLE
“PASSIONATE” BE RESPONSIVE TO OTHERS
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TEAM MANAGEMENTMANAGERIAL INPUT
ESTABLISH CORE VALUES - RULES OF ENGAGEMENT
GOALS AND OBJECTIVES- DETAILS ARE OPEN
ARBITRATION - ACCOUNTABILITY v. DEMOCRACY
RECOGNITION - BALANCE INDIVIDUAL v. GROUP
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*TEAM MANAGEMENT*TEAM ROLES - 1
PROCESS OWNER - ACCOUNTABLE FOR PROCESS OUTCOMES
- AUTHORITY TO CHANGE PROCESS TEAM LEADER -
EMPOWERED BY PROCESS OWNER TO ASSEMBLE AND GUIDE TEAM -
ORGANIZES AND CONDUCTS MEETINGS - COORDINATES BETWEEN TEAM, PROCESS
OWNER, & FACILITATOR- ACCOUNTABLE FOR TEAM PROCESS
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*TEAM MANAGEMENT*TEAM ROLES - 2
FACILITATOR- COACH, ADVISOR, TEACHER, & CHAMPION- KEEPS TEAM FOCUSED ON PROCESS OF IMPROVING A SPECIFIC PROCESS - ADVISES LEADER ON TEAM DYNAMIC
TEAM MEMBER - FUNCTIONAL AREA SKILLS/EXPERIENCE - PROVIDE SKILLED LABOR TO WORK
PROCESS IMPROVEMENT DETAILS
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TEAM MANAGEMENTTEAM ROLES - 3
TIMEKEEPER– TRACK PLANNED TIME– “2-MINUTE WARNING”
NOTETAKER/SCRIBE– SUMMARIZE KEY POINTS DURING AND
AFTER MEETING– PREPARE MINUTES
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TEAM MANAGEMENTMANAGERIAL CHALLENGES
DEGREE OF STRUCTURE– SEEN BEFORE OR FIRST-TIMERS?
ORGANIZATIONAL LEVEL– STRATEGIC OR TACTICAL/OPERATIONAL?
TIME DEMANDS– CRISIS OR PLANNING?
QUALITY OR ACCEPTANCE– PERSONAL OR EXTERNAL
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*TEAM MANAGEMENT*TEAM MANAGEMENT - 1
CRITICAL MEETING PLANNING ITEMS- PURPOSE: WHAT TO ACCOMPLISH
- AGENDA: LIST OF TASKS TO ACHIEVE PURPOSE
- TIME: DAY AND CLOCK TIME MOST EFFECTIVE FOR ACCOMPLISHING TASKS AND ACHIEVING PURPOSE
RESPONSIBILITY OF TEAM LEADER - STICK TO THE AGENDA AND STAY ON
TIME
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TEAM MANAGEMENTMTG MGT- 2 (AGENDA)
TOPIC/ITEM SPEAKER TIME ACTION
Mtg Minutes Joe 2 minApprove
Plan Review Jan 5 minInfo
New Rules Pete 20 min Discuss
Survey Mary 30 min Create
Wrap-up Joe 2 min Info
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TEAM MANAGEMENTEVALUATING PROGRESS
PACE AND FLOW OF MEETINGS “STICKING” POINTS “SHARING THE AIR” RELATIONSHIP HEALTH THINGS THAT WORK THINGS THAT DON’T ONE THING BETTER NEXT TIME
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TEAM MANAGEMENTMEETING BEHAVIORS
STATE KEY OBJECTIVE(s) LISTEN MORE AND SPEAK LESS CONTINUOUS FEEDBACK REDUCE TANGENTS CONSENSE PERIODICALLY PREVIEW NEXT STEPS
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*TEAM MANAGEMENT*DECISION TECHNIQUE - 1
BRAINSTORMING– “CLEAN SHEET”– EVERYONE PARTICIPATES– NO “BAD” IDEAS– NO DISCUSSION– HITCHHIKE ON IDEAS
CREATIVE VARIATIONS
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*TEAM MANAGEMENT*DECISION TECHNIQUE - 2
MULTIVOTING AND NOMINAL GROUP TECHNIQUE– USES BRAINSTORMED LIST– DIVIDE BY “3”– EACH PERSON GETS SAME # VOTES– KEEP DIVIDING AND PARING LIST– FINALIZE “TOP 3” IDEAS
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*TEAM MANAGEMENT*CONSENSUS v. COMPROMISE
COMPROMISE- SOMEONE OR ELEMENT ON TEAM GIVES
IN ON AN ISSUE; GIVING UP- WIN-LOSE PROPOSITION
CONSENSUS- ESTABLISHING “MIDDLE GROUND”
SUPPORTED BY ALL TEAM MEMBERS- DOESN’T ENSURE TOTAL
SATISFACTION- REQUIRES TIME, PARTICIPATION, &
FEEDBACK: WIN-WIN SCENARIO
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TEAM MANAGEMENTVALUE OF CONFLICT
TOO MUCH AGREEMENT– GROUPTHINK: NARROW FOCUS OF OPTIONS
OVERCOME COMPLACENCY IMPROVES CREATIVITY MAINTAINS INTEGRITY EXPANDS HORIZONS
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TEAM MANAGEMENTCOMMON PROBLEMS
FLOUNDERING OVERBEARING/
DOMINATING PARTICIPANTS
RELUCTANT PARTICIPANTS
OPINION AS FACT
RUSH TO DECISION
ATTRIBUTION TANGENTS FEUDS DISCOUNTED
IDEAS
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TEAM MANAGEMENTRESPONDING TO CONFLICT
AVOIDING: LITTLE PAYOFF SMOOTHING: RELATIONSHIP OVER DECISIONS FORCING: “STRONG-ARMING” COMPROMISING: GIVE AND TAKE PROBLEM SOLVING: ROBUST APPROACH
– NON-JUDGMENTAL LANGUAGE– CLARIFY KEY ISSUES– LISTENING TO UNDERSTAND– RESTATING KEY ISSUES– ACCEPTING “MULTIPLE REALITIES”
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TEAM MANAGEMENTMANAGING GROUP DISPUTES
ANTICIPATE PROBLEMS ARE OUT THERE– DIFFERENCE b/w GROUP AND TEAM
FOCUS ON PROBLEM NOT PEOPLE– TEAM ACCOUNTABILITY
RESPOND ACCORDINGLY– BALANCE OVER/UNDER REACTION
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*TEAM MANAGEMENT*PROGRESSIVE
INTERVENTIONS
DO NOTHING (NON-INTERVENTION) OFF-LINE CONVERSATION (MINIMAL
INTERVENTION) IMPERSONAL GROUP TIME (LOW) OFF-LINE CONFRONTATION (MEDIUM) IN-GROUP CONFRONTATION (HIGH) EXPULSION (LAST RESORT!)
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TEAM MANAGEMENTSUMMARY
TEAM STAKEHOLDERS MEETINGS, BLOODY MEETINGS VALUING CONFLICT PERSONALIZING CONFLICT CONFLICT AND TEAMS COMMON CAUSES