The Instant Team How to Collaborate with Anyone, Anywhere, Anytime LawNet 2003 Andrea J. Daeubler.
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Transcript of The Instant Team How to Collaborate with Anyone, Anywhere, Anytime LawNet 2003 Andrea J. Daeubler.
The Instant TeamHow to Collaborate with Anyone, Anywhere, Anytime
LawNet 2003
Andrea J. Daeubler
The Instant Team
No one has time to take a personality profile or choose the absolute perfect mix of people before putting a team together. How do you get IS to work with marketing, accounting and library services? This session provides collaboration principles that work in the real world.
Agenda
Teams vs. Groups
CollaborationStagesRequirements
Feedback on Behavior/PerformanceCriticismRewards
Q&A
Teams vs. Groups
GroupLeader makes decisionsMembers execute assignments from leader
TeamLeader communicates goals, interfaces
with other managers, and keeps team on track
Decision are made by the team members
Team
Formal way to actualize collaboration
We do it all the time
But how well?
Collaboration
Power of Collaboration: Decisions are improved by thoughts of othersNot taught or modeled well in American cultureQuestions viewed as sign of weaknessSchoolsEmployee Evaluation ProcessesManagement
Collaboration Process Stages
1 2 3 4
Gartner, September 2002
Collaboration Process Stages
Design Data
Collection Processing Action
Collaboration Process Stages
Design Data
Collection Processing Action
Forming Storming Norming Performing
Building a Team from Disparate Groups
People assigned based on ability
Preferable for leader to have say on who is selected
Not always good to have team of “stars” “The Apollo Syndrome” *
* Dr. Meredith Belbin
Build Commitment
Leader communicates goals or objectives of team
Members document their purpose:MissionGoalsTasksExpected Results
Understand Team Membership
Members discuss areas of expertise or responsibility
Team identifies and discusses their strengths and weaknessesMix of personalities is best to give team
balance
Clarify Roles & Responsibilities
Leader documents roles and responsibilities of each team member
On a cross-functional team, leader may need confidential information from member’s manager
Team discusses roles and responsibilities
Establish Protocols of Communication
Technology plays a critical -- but small -- role
Team needs to agree on communication guidelines
Communication Guidelines Issues
1. How information is shared2. Frequency of communications & meetings3. Expected response time to messages4. Method of giving and receiving feedback5. How decisions are made6. How disagreements or conflicts are
resolved7. How and when information is provided to
senior management
Shaping the Team
Results are in direct proportion to the skills members possess and the initiative they expendContribution is impacted by several factors: InclusionConfidenceEmpowerment
Communication is Vital
Leaders must set the tone for communications that are:FriendlyOpenPositive
Cooperation / Interdependence
“FACTS” model of effective team behaviors:
1. Follow-through
2. Accuracy
3. Creativity
4. Timeliness
5. Spirit
Conflict Resolution
What constitutes “conflict?”
Conflict vs. Disagreement
ConflictInvolves an emotional
component that tends to be destructive
DisagreementIs a non-emotional
presentation of different viewpoints
Don’t Suppress Conflict
Members can express negative feelings
Dealing with and managing conflict improves team performance
Leader must manage process
Change Management
Leader must:Provide security necessary for risk-takingProvide toolsGain management’s approvalModel a positive attitude about change
Teams and More Teams
T yp e n am e h e reT yp e tit le h e re
Y o ur
T e a m
T yp e n am e h e reT yp e tit le h e re
T yp e n am e h e reT yp e tit le h e re
Teams and More Teams
T yp e n am e h e reT yp e tit le h e re
Y o ur
T e a m
T yp e n am e h e reT yp e tit le h e re
E n t ire
E n terp r ise
Teams and More Teams
T e a m "A "Y o ur
T e a m T e a m "B "
E n t ire
E n terp r ise
Working with Other Teams
Each team has relationships with and responsibilities to other teams.See other groups as internal clientsShow same respect as for external clientsAsk for input on ways to improve serviceApproach negotiations as win-win
opportunitiesShare resources and improvement ideas
Delivering Criticism
All of us often do the wrong thing because we lack awareness or information.
Delivering Criticism: Leave out Your Emotions
Convey information to improve performance and leave recipient emotionally intact
Ask for what you want
Focus on what is right
Communicate, don’t just tell
Delivering Criticism: Additional Guidelines
Don’t just react
Act in a timely manner
Deliver criticism only in private
Criticize without comparison
Criticize with specifics
The Fun Part – Rewards!
Recognitions/rewards not used enough
Send powerful message about recipient’s importance and organization’s appreciation of good performance
Can take many forms – and involve varying levels of expense
Virtual Teams
All this is harder with virtual teams
By 2006, in 75% of enterprises, project teams will have virtual memberships.
In more than half of these enterprises, some project team members will be non-employees.
It’s about people, not technology.Gartner, September 2002
Collaboration Process Stages
Design Data
Collection Processing Action
Forming Storming Norming Performing
Hand-out
Steps to Building an Effective TeamUniversity of California – Berkeley’s “Guide
to Managing Human Resources,” Chapter 14
Questions ?
Teams, Teams, Teams
Relationships within the teamPeer support manifests itself in many ways
Relationship with the organizational teamConsider team needs/deeds in light of the
good of the whole organization
Relationship to other work groups and teams