TEAMS. TEAM DEFINED TEAMS HAVE: Two or More Members Specific Performance Objective or Recognizable...

US Army Corps of Engineers

TEAMS


TEAM DEFINED

TEAMS HAVE:• Two or More Members• Specific Performance Objective or

Recognizable Goal• Coordination Among Members is

Required for Goal Attainment


TUCKMAN’S STAGES MODELTEAM DEVELOPMENT

• Forming• Storming• Norming• Performing• Adjourning

Different interpersonal relationships and task behaviors at each stage

Working Group

Potential team

Pseudo-team

High-performance team

Real team

TEAM EFFECTIVENESS


• Forming – Unclear Objectives, Lack of Commitment, Hidden Feelings

• Storming – Arguments About Structure, Conflicts, Hidden Agendas

• Norming – Review Clarifying Objectives, Opening Risky Issues, Establish Implicit or Explicit rules

TUCKMAN’S STAGES MODELTEAM DEVELOPMENT


Teams Progress Through Different Characteristics

I. Caution & Inclusion Issues (Forming)

II. Conflict is inevitable & necessary to establish trust. Development of unified set of goals, values, & operational procedures. (Storming)

III. Willingness to cooperate, mature negotiations, & positive working relationships (Norming)

IV. Productivity & task accomplishment (Performing)


HIGH PERFORMING TEAMS

• Clear and Unified Understanding of the Goal

• Shared Belief that the Goal Embodies a Worthwhile or Important Result

• Appropriate Structure


TYPES OF TEAM STRUCTURE


CORPS’ PDT STUCTURE

• Broad Objective is Problem Solving• Dominant Feature is Trust• Basic Structure is Focus on Issues

• Clear Roles and Accountability• Effective Communication System• Monitoring Individual Performance

and Providing Feedback


TEAM FAILURE

# 1 Reason: Loss of Focus Where the Team Had Raised Or Allowed To Be Raised Some Other Issue Above the Team’s Performance Objective–Problems Complex–High Degree of Collaboration–Often Intense Concentration

Required


GREATEST THREATS

Politics and Personal Agendas are the Greatest Threat to Goal Clarity.–Lost Focus–What’s In it for Me vs. Team

Objective–Once Started

Almost Impossible To Stop


TRUST PARADOX

Trust is a paradox in human communication. One can trust or distrust but one can never know for certain…


TRUST AND DISAPPOINTMENT


TRUST

Trust is Produced in a Climate That Includes:

– Honesty– Openness– Transparency– Consistency– Respect


Integrated Model of Group Development - Stages

Recall the Integrated Model of Group Development that said:

“Conflict is inevitable and necessary for the establishment of trust.” Allowing development of the next stage -- willingness to cooperate, mature negotiations, and positive working relationships.


An example of team “Norming” is:

a. Members start questioning their performance

b. Real issues begin to emerge; team sessions begin to be heated.

c. The team is producing work as a team, resolving problems and getting the job done.

d. Members learn about each other.

POP QUIZ


An example of team “Norming” is:

a. Members start questioning their performance

POP QUIZ


POP QUIZ

The number one cause of team failure is:

a. Improper Team Structureb. Lack of Management Supportc. Team Members Too Technically

Orientatedd. Loss of Focuse. Interpersonal Differences


POP QUIZ

The number one cause of team failure is:

d. Loss of Focus


CONFLICT TO COOPERATION


CONFLICT

• Conflict is Always Present in a Relationship

• The Absence or Presence—Amount of Conflict does not Determine Relational Satisfaction, BUT

• How Conflict is Handled Determines Relational Satisfaction


A trained psychologist can predict (95% certainty) if a couple will divorce within one year by observing their conflict behavior for 5 minutes!


RELATIONSHIP

CONFLICTS

• Strong Emotions

• Misperceptions or Stereo types

• Poor or miscommunication

• Negative behavior

DATA CONFLICTS

• Lack of Information

• Misinformation• Dif. Views on what is relevant

• Dif interpretations of data

• Dif assessment proceduresINTEREST

CONFLICTS

• Substa

ntive

• Proce

dural

• Psych

ologica

l

STRUCUTRAL

CONFLICTS

• How situation is s

et up

• Role definitions

• Time constraints

• Geographic/physical

• Unequal power/authority

• Unequal control of

resources

VALUE

CONFLICTS

•Day to day values

•Terminal values

•Self definition values


THREE BASIC RESPONSES

• Avoidance – Can be Either Aggressive or Passive

• Aggression• Integration


FEELINGS OF POWER IN A CONFLICT

“Each person may firmly believe that the other person has more power”

Conflict often escalates because each person believes they are in the low power position.


POWER IN A RELATIONSHIP

• Dynamic• Collaboration – requires power

sharing and realignment of power• Competition over power involves

equalizing behaviors—”cutting down to size”-- and results in a downward spiral


CRITERIA FOR COLLABORATION

• Low power participants must have opportunity for influence

• Participants are being honest

• Potential gains are worth the emotional and economic investments


FIVE CONFLICT STYLES

• Collaboration

• Compromise

• Competition

• Accommodation

• Avoidance


COLLABORATION

• High Energy Emotional Investment• High Concern for Self and Others• Search for Solutions: compromise

assumes a “fixed pie,” whereas collaboration looks for new solutions and addresses underlying concerns


BEHAVIORS FOR HANDLING CONFLICT

• Recognize the Signs of Conflict and Don’t Fear Them

• Begin With The Positive Intent• Center On a Specific Content Topic

–Discuss Content–Avoid Value Discussions–Avoid Ego Content and Involvement


BEHAVIORS Cont’d

• Keep An Open Mind and Look For Common Ground

• Render Judgments on Facts and Merit• Consider Cultural Differences

– Individualistic- Content and Outcome

–Collectivist - Social Relationships and Process


PERCEPTUAL BIAS

• Lake Woebegone: We view ourselves as above average

• Actor/Observer Bias: we view ourselves as being cooperative and others as being competitive. (e.g. our behavior is driven by circumstances while theirs is driven by some attribute of their personality


BEHAVIORS Cont’d

Finally, if Possible Prearrange Conflict Management Procedures–There is Always Conflict–Doesn’t Matter How Much Conflict

is Present–How Conflict is Handled

Determines the Health/Strength of the Relationship


POP QUIZ

Which of the following is not a sign of an escalating dispute?

a. Seeing the other person or group as an advisory or opponent.

b. Lost awareness of caring about the impact upon the person.

c. Denial of responsibility.d. Identifying areas of disagreement.e. Unwillingness to change.


POP QUIZ

Which of the following is not a sign of an escalating dispute?

d. Identifying areas of disagreement.


INTERESTS VS POSITIONS


POSITIONAL BARGAINING

The sides open the negotiations by taking fixed positions.

Charges and countercharges about the other parties’ behavior or proposals

The parties enter into a series of reciprocal concessions until a compromise is reached or the negotiations break off.


POSITIONAL BARGAINING

• The absolute best outcome that positional bargaining can produce is a "compromise"

• There's no potential for all parties to be fully satisfied with the outcome.

• The adversarial posturing and unsatisfactory nature of the compromise may destroy the working relationship.


The alternative is to focus on interests...

INTERESTS: Fundamental needs or conditions which people or groups must meet for continued survival, success or fulfillment


…instead of positions

POSITIONS: How people would like to achieve their interests.


FOCUS ON INTERESTS

Even when positions appear mutually exclusive, parties' fundamental interests may be met in a number of ways.


INTEREST- BASED PROCESS

This approach is entirely consistent with the Corps Six-Step Planning Process

Just as the “zero-sum” assumption is a self-fulfilling prophecy, experience shows that the belief that there is a solution that meets everybody's interests can also be a self-fulfilling prophecy.


HOW DO YOU IDENTIFY INTERESTS

• The key is listening closely to what people are really telling us

• Most of the time we are just listening to get our arguments ready


ACTIVE LISTENING


LISTENING

Listening is making sense out of what you hear.–Passive/Recreational Listening–Understanding–Evaluation–Listening to be Helpful–Active Listening: High Receive


WHAT HAPPENS WHEN PEOPLE FEEL RESISTED

• They feel compelled to repeat whatever they felt was not acknowledged

• They “escalate” -- more emotional language; voice tone sarcastic; volume increases.

• They become more accusatory.

• Their position becomes more rigid and fixed.

• They become less open to alternatives.

• They start seeing others as the enemy.


ROADBLOCKS TO LISTENING

• Ordering, demanding• Warning, threatening• Admonishing, moralizing• Persuading, arguing, lecturing• Criticizing, judging, evaluating• Interpreting, diagnosing


ROADBLOCKS TO LISTENING -

Continued

• Advising, giving answers, offering solutions

• Criticizing, disagreeing, contradicting

• Praising, agreeing• Reassuring, sympathizing• Probing, questioning• Sarcasm, kidding, humor• Diverting, avoiding


Active Listening

• Focus on what the message sender is feeling and thinking.

• Rather than on the message receiver’s own feelings and judgments

• Summarize in your own words what the speaker is feeling and thinking


ACTIVE LISTENING

• Summarize, rather than judge, what the other person is saying

• Summarize both feelings and ideas• Avoid lead-in phrases – “I hear you

saying…”• Choose words that match the

intensity of the feeling (transmitted via word choice, tone of voice, body language & other non-verbals.)


IDENTIFY THE POSITIVE INTENT OF THE SENDER

Get it Right Get it Done

Get Along Get Appreciated

People Focus

Task Focus

Passive Aggressive


POTENTIAL BEHAVIORS WHEN POSITIVE INTENT IS BLOCKED

Get it done– Speed up, Act vs.

Reflect– Assertive &

Controlling

Get it Right– Perfectionist– No one else “gets it”

Get Along– Yes Person”

Approval Seeking– Tongue Biting– Approval Seeking

Get Appreciated– Lack of Positive

feedback– Attention Seeking;

Exaggerates– Wants to be noticed


WHEN IT IS MOST IMPORTANT TO SUMMARIZE FEELINGS

• Voice tone or word choice shows high intensity

• Repeating the same point

• When people say they are not being understood


WAYS TO ACKNOWLEDGE

• Summarize your understanding of what people are thinking and feeling.

• Record a summary on a flip chart and use as the record of the meeting.


WHY MEETING LEADERS USE ACTIVE LISTENING

• If there is no acknowledgement, people feel incomplete and unsatisfied

• Disagreeing causes escalation• Agreeing can alienate someone else in

the audience• Active Listening creates an environment

in which people begin to share interests, not just positions


UNDERSTANDING

• Plan Communications by Anticipating Their Interests, Focus and Intent

• Actively Listen• Get Confirmation


GROUP EXERCISE ROLE PLAY

• Need Three Volunteer Actors– PM– Sponsor– Resource Agency Representative

• Role Play a “heated” PDT Meeting• The Rest of the Group Should

Observe as Active Listeners



• Active Listener’s Analysis– Identify Positive Intent for Each Actor–Were Non-Verbal Cues Consistent

with Verbal Messages?



• Reenact The PDT Meeting• New PM Volunteer Actor

–PM Uses Active Listening Techniques• Questions, Discussion, or

Observations?


Active Listening

• Focus on what the message sender is feeling and thinking.

• Rather than on the message receiver’s own feelings and judgments

• Summarize in your own words what the speaker is feeling and thinking


ACTIVELY LISTEN

• Identify The Focus and Positive Intent

• Blend Non-verbally: Bodily, Facially and Volume

• Backtrack, Clarify and Confirm


ACTIVELY LISTEN

• Speak To Be Understood–Monitor Your Non-Verbal's–Tell Your Truth–Be Ready to Listen

TEAMS. TEAM DEFINED TEAMS HAVE: Two or More Members Specific Performance Objective or Recognizable...

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