1. Models
1.1. (Dr. R. M.)Belbin Team Roles
1.1.1. Dr Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different "team roles".
1.1.2. Broad classification
1.1.2.1. Action Oriented Roles
1.1.2.2. People Oriented Roles
1.1.2.3. Thought Oriented Roles
1.1.3. He defined a team role as "a tendency to behave, contribute and interrelate with others in a particular way"
1.1.4. Plant
1.1.5. Resource Investigator
1.1.6. Co-ordinator
1.1.7. http://www.belbin.com/
1.1.8. Shaper
1.1.9. Monitor Evaluator
1.1.10. Teamworker
1.1.11. Implementer
1.1.12. Completer Finisher
1.1.13. Specialist
1.1.14. The key is balance.
1.2. Benne and Sheats' Group Roles
1.2.1. Identifies both positive and negative behaviour within a group
1.2.1.1. Task roles - Getting the work done
1.2.1.1.1. Co-ordinator
1.2.1.2. Personal/Social roles - Contribute to positive functioning
1.2.1.2.1. Compromiser
1.2.1.3. Dysfunctional/Individualistic roles - Disrupt and weaken
1.2.1.3.1. Blocker
1.3. Margerison-McCann Team Management Profile
1.3.1. Psychometric tool measuring things like aptitude and personality
1.3.1.1. Margerison- McCann Team Management Wheel
1.3.1.2. 60 Quesions
1.4. Aptitude
1.4.1. http://www.oxforddictionaries.com
1.4.2. http://www.merriam-webster.com
1.4.3. Business
1.4.4. Technical
1.4.5. Emotional Intelligence
1.4.6. BET
1.4.6.1. 1
1.4.6.2. 2
1.4.6.3. 3
1.4.6.4. 4
2. Recap
2.1. Engage, Relationship, Interest, Motivate
2.2. Models
2.2.1. Belbin Team Roles
2.2.2. Benne and Sheats' Group Roles
2.2.3. Margerison-McCann Team Management Profile
2.3. What Makes a Good Team Member?
2.4. Day to day
3. What we're doing
3.1. Engage, Relationship, Interest, Motivate
3.2. Models
3.2.1. Belbin Team Roles
3.2.2. Benne and Sheats' Group Roles
3.2.3. Margerison-McCann Team Management Profile
3.3. What Makes a Good Team Member?
3.4. Day to day
4. The Five Dysfunctions of a Team - Patrick Lencioni
4.1. Absence of trust—unwilling to be vulnerable within the group
4.2. Fear of conflict—seeking artificial harmony over constructive passionate debate
4.3. Lack of commitment—feigning buy-in for group decisions creates ambiguity throughout the organization
4.4. Avoidance of accountability—ducking the responsibility to call peers on counterproductive behavior which sets low standards
4.5. Inattention to results—focusing on personal success, status and ego before team success
5. Quote
6. Clicking and engaging
7. Tony Bruce
7.1. @tonybruce77
7.2. http://dancedwiththesoftware.blogspot.co.uk/
7.3. [email protected]
8. Motivate
8.1. provide (someone) with a reason for doing something
9. Engage
9.1. occupy or attract (someone’s interest or attention)
10. Interest
10.1. the feeling of wanting to know or learn about something or someone
11. Relationship
11.1. the way in which two or more people or things are connected, or the state of being connected
12. Thinking
13. Day to day
13.1. Ask the questions
13.2. Positive action over positive thinking
13.2.1. think AND do
13.3. Ask the questions
13.4. Feedback
13.4.1. Express what you do want, rather than what you don’t want.
13.4.2. Avoid vague, abstract or ambiguous phrases
13.4.3. This is what you did; This is what I feel; This is the need of mine that was met.
13.5. Reciprocation
13.5.1. Rule Of
13.5.1.1. rule essentially states that if someone gives something to us, we feel obligated to repay that debt
13.5.2. Give help
13.5.3. Ask for help
13.5.4. give and take
13.6. Acknowledge, never dismiss or ignore
13.6.1. Example: Flagged a issue, dismissed as 'your job'
13.6.2. Assuming only hierarchical status have valid opinions
13.6.3. Making people wait
13.7. Sounding board
13.8. Breaking bread
13.8.1. The best ideas are shared over food
13.9. Listen
13.9.1. music
13.9.2. Information is the means of improvement
13.10. Beware of the curse of knowledge
13.10.1. cognitive bias
13.10.2. can be off-putting
13.10.3. can leave people feeling dejected
13.10.4. why they should care?
13.11. Appreciate any input
13.11.1. Why?
13.12. Beliefs followed by behaviours
13.13. Find people who work because they believe over people who work for a pay cheque
13.14. Perspective
13.14.1. Example: Let go but learned
13.15. Invest time with people whose work crosses organisational boundaries
13.16. Think
13.17. Reliability
13.18. Dot the i's and cross the t's
13.18.1. Problems don't lie in the philosophy of procedures but in practice, and practice is goverened by attitude