Team LeadershipTeam Leadership

AGED 3153AGED 3153

Thought for the day…Thought for the day…

““Strength lies in differences, not in Strength lies in differences, not in similarities.” similarities.”

~ Steven Covey~ Steven Covey

OverviewOverview

Stages of group developmentStages of group development

Reacting to difficult typesReacting to difficult types

Group decision making techniquesGroup decision making techniques

Group decision pitfallsGroup decision pitfalls

Stages of Group DevelopmentStages of Group Development

Tuckman & Jensen

-Set -Set boundariesboundaries

- Clarify task- Clarify task

- Define task- Define task

- Feeling out- Feeling out

- Size up one - Size up one anotheranother

- Establish - Establish “turf”“turf”

- Help set - Help set boundariesboundaries

- Do homework- Do homework

- Written tips- Written tips

- Establish open - Establish open climateclimate

StageStage TaskTask RelationshipRelationship LeaderLeader

-Identify -Identify alternativesalternatives

- Look at - Look at “big” picture“big” picture

-Differences -Differences -Conflict Conflict developsdevelops-ConfrontationConfrontation

-Present conflictsPresent conflicts-Mediate conflictsMediate conflicts-Maintain Maintain communicationcommunication

-Make -Make decisionsdecisions

Select Select alternativesalternatives

-Listening to Listening to understandunderstand-CompromiseCompromise-Sharing Sharing informationinformation

-Decision Making-Decision Making

1.1. VoteVote

2.2. ConsensusConsensus

3.3. NGTNGT

- Conduct task- Conduct task

- Follow through - Follow through with decisionwith decision

- Identify & - Identify & establish establish functional rolesfunctional roles

- Delegating- Delegating

- Stress & - Stress & time time managementmanagement

- Others to - Others to gather info.gather info.

StageStage TaskTask RelationshipRelationship LeaderLeader

- Closure of task- Closure of task

- Evaluate results- Evaluate results

- Evaluate- Evaluate

1.1.ProcessProcess

2.2.RolesRoles

- Interpret- Interpret

- Foundation - Foundation for future rolesfor future roles

Reacting to difficult typesReacting to difficult types

Aggressor::

intimidating, hostile loves intimidating, hostile loves to threatento threaten– Listen to everything the

person has to say– Avoid Arguments and be

formal– Call the person by

name. – Be concise and clear

with your reactions.

Undermine: takes pride in criticism and takes pride in criticism and in sarcastic & devious waysin sarcastic & devious ways– Focus on the issues

– Don’t acknowledge sarcasm

– Don’t overreact

Reacting to difficult typesReacting to difficult types

Unresponsive:Unresponsive:

difficult to talk to and difficult to talk to and never reveals her/his never reveals her/his ideasideas– Ask open-ended

questions – Learn to be silent–

waiting for the person to say something

– Be patient and friendly

Egotist:Egotist:

knows it all and feels and acts knows it all and feels and acts superiorsuperior– Make sure you know the facts– Agree when possible and ask

questions and listen– Disagree only when you know

you’re right

Group Decision MakingGroup Decision Making

– Majority rulesMajority rules– One alternative from many is selectedOne alternative from many is selected

– entire group of people come to an agreement entire group of people come to an agreement – ideas are collected and synthesized to reach ideas are collected and synthesized to reach

one acceptable answer one acceptable answer

– Steps for idea presentation that aids in Steps for idea presentation that aids in

reaching consensus more quicklyreaching consensus more quickly

ConsensusConsensus

Achieve better solutionsAchieve better solutionsPromotes growth of group Promotes growth of group No ideas are lostNo ideas are lostCorrect model for issues that are Correct model for issues that are emotional, involve ethics, politics, morals emotional, involve ethics, politics, morals or personal investmentor personal investmentEveryone has opportunity to present Everyone has opportunity to present idea/ideas and make sure they are idea/ideas and make sure they are understood understood

ConsensusConsensus

Common valuesCommon values

Group process & Group process & conflict resolution conflict resolution skillsskills

Commitment & Commitment & responsibility to groupresponsibility to group

Sufficient time for all Sufficient time for all to participate to participate

Non-supportNon-support

ReservationsReservations

Standing asideStanding aside

Blocking/ totally Blocking/ totally rejecting processrejecting process

WithdrawingWithdrawing

Positive Difficulties

Nominal Group Technique Nominal Group Technique (NGT)(NGT)

Used to:Used to:– Identify key issues to be exploredIdentify key issues to be explored– Identify issues that concern many peopleIdentify issues that concern many people– Formative evaluation or reviewFormative evaluation or review– Give participants a sense of ownershipGive participants a sense of ownership

Nominal Group Technique Nominal Group Technique (NGT)(NGT)

Set-upSet-up– Audience in groups of no more than 12 Audience in groups of no more than 12

around a tablearound a table– 2 people serve as group leaders2 people serve as group leaders– 1 as facilitator1 as facilitator– 1 as recorder1 as recorder– Facilitator asks for introductions and explains Facilitator asks for introductions and explains

processprocess

Nominal Group Technique Nominal Group Technique (NGT)(NGT)

Five stepsFive steps– Individual thoughtIndividual thought– Collect responsesCollect responses– Vote or prioritizeVote or prioritize– DiscussDiscuss– Ranking for cumulative totalsRanking for cumulative totals

Group decision pitfallsGroup decision pitfalls

– Results in poor decision making– Occurs when the group seeks conformity and unity

In order to maintain peace

Members never waiver from supporting the decision– Examples

– Taking actions contradictory to what is really wanted– Ends with blame and negative responses to the

original decision– Examples

Group Think and the ChallengerGroup Think and the Challenger

Preventative strategiesPreventative strategies– Establish an open climateEstablish an open climate– Avoid the isolation of the groupAvoid the isolation of the group– Assign the role of critical evaluatorAssign the role of critical evaluator– Avoid being too directiveAvoid being too directive

The Abilene ParadoxThe Abilene Paradox

Each member mistakenly believes that their own preferences are counter to the groups– And fail to raise objectionsAnd fail to raise objections

Examples Examples

SummarySummary

All teams go through developmentAll teams go through development

Group decision makingGroup decision making– ConsensusConsensus– NGTNGT– VoteVote

Decision pitfallsDecision pitfalls– Group thinkGroup think– Abilene ParadoxAbilene Paradox