EFFECTIVE TEAMWORK STRATEGIES (3 marks short answer, 2 marks multiple choice) Flashcards
Identify and describe the four stages of team development
- Forming (initial team formation)
- Storming (conflict and disagreement)
- Norming (establishing norms and roles)
- Performing (high-functioning and effective)
Forming
Feelings ⇒ excitement, anticipation, questions, impressions
Behaviours ⇒ lots of questions, everyone polite
Team Tasks ⇒ set clear structure, goals, direction, roles expectations
Storming
Feelings ⇒ worry about not meeting goals, frustration about progress so far
Behaviours ⇒ less polite, frustration about progress/goals, directed at other members
Team Tasks ⇒ refocus on goals, break larger goals into smaller, achievable steps, develop group processes, conflict management skills
Norming
Feelings ⇒ seek feedback, rebuttal, differences makes us stronger, teamwork
Behaviors ⇒ more communication, willingness to share ideas, ask for help
Team Tasks ⇒ shift energy to achieve goals, increase individual/collective productivity
Performing
Feelings ⇒ confidence, upliftment, proud, collective belonging
Behaviours ⇒ prevent/solve problems, switch roles fluidly, differences are appreciated
Team Tasks ⇒ make progress towards goals, continuously improve team development, celebrate accomplishments
Contributory Dissent?
Capabilities required to engage in healthy if divergent discussion about critical business problems without undermining leadership or group decisions
How do Managers ENCOURAGE Contributory Consent?
Inspire DONT direct
Explicitly demand dissent (to differ in opinion)
Actively engage with naysayers (Seek out views of vocal critics)
Under the dynamic of debate (encourage opposing points of views)
Choreograph debate
(What topics and behaviours are out of bounds?
Who will lead the discussion and how will comments be captured?
Who has the final say)
How can employees engage in contributory consent?
- Embrace the obligation to dissent
- Make space to analyze different views
- Agree to iterate or disagree
psychological safety
Success requires that team members trust each other and feel psychologically safe
2x2 Matrix
High performance standards can and should be upheld
Psychological safety (vertical)
Comfort:
People are open and collegial but not challenged
On teams they fail to make major strides
Apathy:
People show up at work with their hearts and minds elsewhere
Choosing self protection over exertion
Performance standards (horizontal)
Learning:
People collaborate and learn in the service of high performance
getting complex, innovative work done
Anxiety:
People are reluctant to offer ideas, try new things, or ask for help
Put work at risk
Identify why and how student teams can benefit from advice from experienced students
- Novice teams are likely to be responsive to and benefit from the advice of students who already have had a team based classroom experience
- An instructor might use this advice to promote effective student team development
