Building Teams and Effective Teamwork

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Building Teams and Effective Teamwork by Mind Map: Building Teams and Effective Teamwork

1. focus on opportunities, possibilities, and potential

2. groups of people who are

2.1. interdependent

2.2. interact with each other

2.3. see themselves as unique entity

3. Examples of good teams

3.1. Pagonis team

3.1.1. Logistical Support for the United States Armed Services

3.1.2. textbook example of good teaming

3.2. Graveyard shift

4. High Performing teams

4.1. Attributes include

4.1.1. Performance outcomes

4.1.2. specific shared goals and vision

4.1.3. mutual and interconnected accountability

4.1.4. blurring of formal distinctions

4.1.5. coordinated and shared work roles

4.1.6. inefficiency leading to efficiency think about how 'goofing off' can create camaraderie and better work

4.1.7. creative continuous improvement

4.1.8. high credibility and trust

4.1.9. clarity of core competence

4.2. high quality

4.3. Leading teams

4.3.1. all have two critical factors developed credibility and respect established a motivating vision and goal

4.4. Think of 100 best portfolio convo we had in class

5. Roles on Effective teams

5.1. team members need

5.1.1. task goals

5.1.2. AND roles think of pictures of your brain 'on relationships' vs 'on task' toggling

5.2. task related roles

5.2.1. Direction giving • Information seeking • Information giving • Elaborating • Urging • Monitoring • Process analyzing • Reality testing • Enforcing • Summarizing

5.3. relationship building roles

5.3.1. • Supporting • Harmonizing • Tension Relieving • Confronting • Energizing • Developing • Consensus building • Empathizing

5.4. blocking roles

5.4.1. • Dominating • Overanalyzing • Stalling • Remaining passive • Over-generalizing • Fault-finding • Premature decision making • Presenting opinions as facts • Rejecting • Pulling rank • Resisting • Deflecting

6. Definition of team

7. one must:

7.1. 1. manage conflict

7.2. 2. legitimize productive expressions of individuality

7.3. 3. turn counter dependence into interdependence

7.4. 4. foster consensus building among heterogeneous perspectives

8. focus on present

9. focus on specific situation

10. manages agreement and disagreement

11. strategies

11.1. identify common enemy (principle)

11.2. recognition of team performance

11.2.1. encourages team commitment

11.3. maintain visibility of team goals and vision

11.4. have members teach values and core competencies to to others

11.4.1. Xerox dissemination method Learn, Apply, Teach, Measure

12. Team Performance

12.1. can improve by

12.1.1. cutting staffing costs

12.1.2. reducing errors

12.1.3. improving decision making

12.1.4. improving employee relations

12.1.5. increasing performance

12.1.6. increasing innovation

12.1.7. increasing collective self-efficacy

12.1.8. providing social learning models what is this? example?

12.2. can be brought down by

12.2.1. groupthink which is when preservation of group takes precedence over good decisions and problem solving resolutions critical evaluators open discussions subgroups outside experts devil's advocate- WRONG second chance meetings (Pre-Mortem)

12.3. symptoms

12.3.1. illusion of invulnerability

12.3.2. shared stereotypes

12.3.3. rationalization

12.3.4. illusion of morality

12.3.5. self-censorship

12.3.6. direct pressure

12.3.7. mind-guarding

12.3.8. illusion of unanimity

13. Stages of teams

13.1. 1. Forming

13.1.1. one must 1. orient members 2. establish trust 3. establish relationships 4. establish norms, goals, procedures

13.1.2. often feel: self-conscious dependent superficial mild discomfort

13.2. 2. Norming

13.2.1. one must: 1. maintain unity and cohesion 2. facilitate participation and empowerment 3. show support to team members provide feedback on team and team members

13.2.2. where most people are in the production team game

13.3. 3. Storming

13.4. 4. Performing

14. Team Leadership and goals

14.1. Goals

14.1.1. SMART goals Specific Measurable Aligned Realistic Time-bound

14.1.2. Everest goals ultimate achievement inherent value and worth emphasizes: what you can give vs what you can get inherently energizing

14.1.3. Effect of goal on performance Everest has highest effect on performance SMART has second highest Easy goals has lowest No goals has small effect, as does general goals

14.2. Leadership

14.2.1. Developing credibility Demonstrate integrity must be clear and consistent creates positive energy commonality and reciprocity encouraging and coaching sharing information

14.2.2. Feedback focus on behavior focus on observation focus on descriptions of observation focus on sharing valuable information give valuable feedback to reciever must be at appropriate time and place