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Team Dynamics

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Team Dynamics. Tools and Tips for Team-based Learning. R. Keith Stanfill, Ph. ... [TMJ] The Team Memory Jogger, GOAL/QPC and Oriel Inc., 1995, ISBN 1-879364-51-4 ... – PowerPoint PPT presentation

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Title: Team Dynamics


1
Team Dynamics
  • Tools and Tips for Team-based Learning
  • R. Keith Stanfill, Ph.D., P.E.Director, IPPD
  • stanfill_at_ufl.edu
  • www.ippd.ufl.edu

2
Agenda
  • Motivation for using teams in the classroom
  • Forming teams
  • Promoting teamwork
  • Assessing teams
  • Dealing with problems

3
References
  • TMJ The Team Memory Jogger, GOAL/QPC and Oriel
    Inc., 1995, ISBN 1-879364-51-4
  • TQM An Introduction to TQM Team Management /
    Effective Meetings, Dr. Diane Schaub, 1 Nov.
    2004, UF. http//www.ise.ufl.edu/ein3101c/classdoc
    s/Fall04/IntroTQM.ppt
  • Wilde TEAMOLOGY The Construction and
    Organization of Effective Teams, Douglass J.
    Wilde, Design Division, Mechanical Engineering,
    Stanford University, 2007http//wikibox.stanford.
    edu8310/06-07/Public/Leifer_Supporting_Literature
    /Wilde_Teamology_2007.pdf

4
Agenda
  • Motivation for using teams in the classroom
  • Forming teams
  • Promoting teamwork
  • Assessing teams
  • Dealing with problems

5
Why Use Teams?

6
What Makes a Good Team?
  • The pit crewchanges 4 tires,refuels the car,
    cleans thewindshieldall in lt20 sec.
  • How?

http//www2.raisport.rai.it/news/sport/f1/200107/3
0/3b6556cf03dbc/8barripit.jpg
7
What Makes a Good Team?
  • Exercise
  • Think silently for a minute, and then get with
    your neighbors
  • List characteristics of good teams

http//www.3trpd.co.uk/images/jordan/pit-crew-w400
.jpg
8
Teamwork
  • Successful teams have

9
Agenda
  • Motivation for using teams in the classroom
  • Forming teams
  • Promoting teamwork
  • Assessing teams
  • Dealing with problems

10
Team Formation
  • Consider
  • Duration of activity
  • Difficulty of activity
  • Diversity of thought
  • Outcome

11
Formation Process
  • Ad hoc
  • Random
  • Self-selected
  • Systematic
  • Constrained self-selection
  • What are the pros and cons of each?

12
Systematic Approach
  • Teamology Wilde
  • Creates cognitively diverse teams
  • Questionnaire-based process (can use MBTI
    results)
  • Simple sorting
  • Useful for constrained self-selection

13
Does it Work?
14
Lincoln Awards with Perception Decision Making
(Judgment) Guidance
100
80
73
PERCEPTION JUDGMENT
57
OF TEAMS
60
40
27
PERCEPTION ONLY
20
BASE
0
13 YEARS
6 YEARS
3 YEARS
15
Teamology
  • Great for 4-person teams
  • Will the team members get along?
  • If a team is not well-balanced cognitively, can
    they still succeed?

16
Agenda
  • Motivation for using teams in the classroom
  • Forming teams
  • Promoting teamwork
  • Assessing teams
  • Dealing with problems

17
Teamwork
  • Stages of Team Growth
  • Forming Initial team formation
  • Storming Reality hits. Conflicts.
  • Norming Relationships are established.
  • Performing Highly effective and cohesive

TQM
18
Common to All Teams
  • Roles responsibilities
  • Individual work
  • Team work
  • Meetings

19
Lincoln Award Quality
100
100
Top 4 Prizes
33
80
73
Other 8 Prizes
OF TEAMS
60
35
57
23
40
27
9
20
0
13 YEARS
6 YEARS
3 YEARS
GOAL
20
Building TeamworkBasic Rules
  • Communicate goals
  • Ask for ideas (just say yes!)
  • Involve everyone
  • Reinforce participation and teamwork
  • Provide active support

TQM
21
First Meeting Activities
  • Introductions
  • Collect and distribute contact info
  • Establish time for regular meetings
  • Establish team roles norms
  • Build a team identity
  • Come up with a creative team name
  • Develop a team logo

22
Agenda
  • Motivation for using teams in the classroom
  • Forming teams
  • Promoting teamwork
  • Assessing teams
  • Dealing with problems

23
Evaluating Teams
  • MJ and I
  • Use multiple evaluation tools
  • Team deliverables
  • Presentations
  • Peer assessments

24
Peer Assessments
  • Elements
  • Self evaluation
  • Peer evaluations
  • Open-ended comments
  • Optional
  • Rankings
  • Points distribution

25
Improving Assessments
  • Develop rubrics that include expectations
  • i.e. Leadership 5 inspires team by
    consistently and clearly defining tasks and
    expectations for completion, delegating a balance
    of task-oriented and creative activities, setting
    a good example by always being on time and
    meeting commitments 3 defines tasks for
    delegation and frequently defines expectations,
    meets most commitments 1 rarely prepared and
    very little follow through
  • Make assessments mandatory
  • Web-enabled for consolidation and anonymous
    distribution

26
Agenda
  • Motivation for using teams in the classroom
  • Forming teams
  • Promoting teamwork
  • Assessing teams
  • Dealing with problems

27
Team Problems
  • Conflict disagreements
  • Power authority
  • Overbearing experts
  • Lack of focus
  • Too much agreement
  • Uneven participation
  • Lack of follow-through

TMJ
28
Conflict Disagreements
  • Some conflict disagreement is a good thing
  • Must often balance conflicting ideas to make good
    choices and decisions
  • Never disagreeing is a bad thing
  • Recognizing problems

TMJ
29
Conflict Disagreements
  • Importance of dealing with it
  • Arguing for the sake of arguing
  • Wastes everyones time
  • Taken as a sign of
  • Unhappiness with the team
  • Unwillingness to get along
  • Be proactivedont let problems fester

TMJ
30
Dealing with Disagreements
  • Listen
  • Clarify core issuelist areas of agreement
    disagreement
  • Lets all take 5 minutes to think silently about
    these issues
  • Periodically check your understanding of the
    disagreement

TMJ
31
Improving Objectivity
  • Focus on the topic
  • Avoid judgmental language
  • Make an honest effort to understand each point of
    view
  • Encourage feuders to ask for help!

TMJ
32
Summary
  • Motivation
  • Formation strategies
  • Promoting teamwork
  • Assessment
  • Handling problems

33
Questions?
34
Back Up
35
Lincoln Awards toUnguided Stanford Teams
100
80
OF TEAMS
60
40
27
20
0
13 YEARS
36
Lincoln Awards with Information Collection
(Perception) Guidance
100
80
57
OF TEAMS
60
40
27
20
0
13 YEARS
6 YEARS
37
Mean Number of Roles
10.4
9.4
8.4
Best, Gold Silver
Bronze Merit
No award
9
10
5
38
Jungian Domains
Pe
Je
Extraverted Judgment
Extraverted Perception
Thinking
Feeling
Sensing
iNtuition
S
N
T
F
Introverted Judgment
Introverted Perception
Pi
Ji
Information Collection (Perception)
Decision Making (Judgment)
39
Keywords
Pe
Je
EXPLORATION
CONTROL
FACTS
POSSIB- ILITIES
THINGS
PEOPLE
S
N
T
F
FOCUS
APPRAISAL
Pi
Ji
Information Collection (Perception)
Decision Making (Judgment)
40
Cognitive Mode Planning Group Keywords
Se
Ne
Te
Fe
Pe
Je
EXPER- IMENT
SYNTHESIS
ORGANI- ZATION
COMMU- NITY
ES
EN
ET
EF
S
N
T
F
IS
IN
IT
IF
KNOW- LEDGE
IMAGIN- ATION
EVALU- ATION
ANALYSIS
Si
Ni
Ti
Fi
Pi
Ji
Information Collection (Perception)
Decision Making (Judgment)
41
Cognitive Mode Team Role Keywords
Coord- inator
Entre- preneur
Se
Ne
Te
Fe
Tester
Diplomat
Inno- vator
Pe
Je
EXPER- IMENT
SYNTHESIS
ORGANI- ZATION
COMMU- NITY
Conci- liator
Proto- typer
Method- ologist
ET
EF
ES
EN
S
N
T
F
Vision- ary
IT
IF
IS
IN
Invest- igator
Need- finder
KNOW- LEDGE
IMAGIN- ATION
EVALU- ATION
Spec- ialist
ANALYSIS
Ji
Pi
Si
Ni
Ti
Fi
Insp- ector
Strat- egist
Reviewer
Critiquer
Information Collection (Perception)
Decision Making (Judgment)
42
Team Problems
  • Conflict disagreements
  • Power authority
  • Overbearing experts
  • Lack of focus
  • Too much agreement
  • Uneven participation
  • Lack of follow-through

TMJ
43
Teamwork
  • Successful teams have
  • Clear goals and plans
  • Clear communications
  • Awareness of behaviors and interactions.

44
Holding Meetings
  • The wrong way
  • Call a meeting
  • Wait for people to show
  • Try to decide why were here
  • Begin discussion. Run out of time. People begin
    to leave
  • Meeting over!

45
Holding Meetings
  • The right way

46
How to Begin
TQM
47
Team Meeting Function
  • Team meetings are a time to share information
    and plan for a concerted effort by the team.
  • Team meetings are not a place to work on
    individual assignments.
  • Team meetings should be well organized, and make
    good use of time.
  • Team meetings should not be too long, ad-hoc

48
How to Have Effective Meetings
  • Making an agenda
  • Meeting roles
  • Code of conduct
  • Parking lot
  • Meeting effectiveness survey
  • Have fun!

TQM
49
Making a Meeting Agenda
  • What Provides a overview of what is to be
    covered during the meeting
  • Why To keep on-track and on-time, plus provides
    a record of progress
  • When Before the meeting starts, creating the
    agenda for the NEXT meeting should be the last
    agenda item in the CURRENT meeting
  • How -Includes where/when meeting is held.
  • Lists items and times to be discussed.
  • Records deliverables, who, what, when

TQM
50
How to Have Effective Meetings
  • Making an agenda
  • Meeting roles
  • Code of conduct
  • Parking lot
  • Meeting effectiveness survey
  • Have fun!

TQM
51
Roles for Meetings
  • Team Leader Executes the agenda. Helps
    eliminate barriers. Provides meeting planner.
  • Recorder Takes and publishes meeting notes.
    Should not be the Team Leader.
  • Scribe Gets ideas to flipchart or board
  • Timekeeper Keeps group to the agenda
  • Process observer Enforces the code of conduct.
  • Others Spokesperson, Monitor
  • NOTE Not all roles required for all meetings!

TQM
52
How to Have Effective Meetings
  • Making an agenda
  • Meeting roles
  • Code of conduct
  • Parking lot
  • Meeting effectiveness survey
  • Have fun!

TQM
53
Meeting Norms
  • Start on time
  • End on time
  • Decision making style
  • Consensus
  • Majority vote
  • Plurality vote
  • Publish meeting notes within 24h

54
How to Have Effective Meetings
  • Making an agenda
  • Meeting roles
  • Code of conduct
  • Parking lot
  • Meeting effectiveness survey
  • Have fun!

TQM
55
Parking Lot
  • For capturing ideas not on the agenda
  • May be handled offline or in the next meeting

TQM
56
How to Have Effective Meetings
  • Making an agenda
  • Meeting roles
  • Code of conduct
  • Parking lot
  • Meeting effectiveness survey
  • Have fun!

TQM
57
Here is one example of a form that you could use
TQM
TMJ
58
How to Have Effective Meetings
  • Making an agenda
  • Meeting roles
  • Code of conduct
  • Parking lot
  • Meeting effectiveness survey
  • Have fun!

Have a meeting in your favorite restaurant!
TQM
59
Holding Meetings
  • The right way
  • Plan ahead (agenda)
  • Start and end on time
  • Focus on team issues, not personal issues
  • Data-driven decisions
  • Come prepared
  • Take good notes
  • Document results (minutes)

60
Conflict Disagreements
  • Symptoms
  • Feuding
  • Fighting
  • Insults personal attacks
  • Disagreements
  • Emotionally charged
  • More concerned about winning than moving forward

TMJ
61
Dealing with Feuds
  • Recognize feud started before the team may
    outlive the team
  • Dont try to end it
  • Look for ways to move forward
  • Suggest ways to avoid having feuders dominate the
    meeting
  • Encourage adversaries to discuss outside of
    meetings
  • Point out effects on team
  • Ask faculty for help

TMJ
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