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TEAM BUILDING

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by

John Hannam

on 5 August 2014

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Transcript of TEAM BUILDING

TEAMBUILDING
TEAMBUILDING
ABSENCE OF TRUST
LACK OF COMMITMENT
AVOIDANCE OF
ACCOUNTABILITY

INATTENTION
TO RESULTS

PREDICTIVE TRUST
Lack of creativity
Stagnant work environment
"We've always done it that way."
"That's not my job."
How long you've known this colleague
Disjointed team
VULNERABILITY BASED TRUST
"Confidence among team members that their peers' intentions are good, and that there is no reason to be protective or careful around the group."
Admit mistakes
Accept questions and input from other team members
Take risks
Offer and accept apologies
Ask for help
Tap into each others skill sets
Why do we fear conflict?
VULNERABILITY BASED TRUST
PRODUCTIVE CONFLICT
COMMITMENT
ACCOUNTABILITY
RESULTS
FOCUSED
Ideological Conflict
Limited to concepts & ideas
Problem focused not personality focused
Avoids mean spirited attacks
Emotive & passionate

Avoiding Conflict leads to . . .
Encouraged dangerous tension
Displayed passive aggressive behavior
Personal attacks
Revisiting the same issues over and over
Inefficient teams
BORING MEETINGS!
"All polishing is accomplished by friction."
Mary Parker Follett
Conflict is positive when . . .
C
R
E
A
T
I
V
E
COMPETITIVE
CONNECTION TO TRUST
Teams do not hesitate to engage in debate
Team members know they can speak without being judged
CONNECTION TO CONFLICT?
All the cards are on the table
Decisions that benefit the team
Buy-in

Teams make clear and timely decisions
Complete buy-in from every team member
Confident no team member harbors doubts
Commitment
Commitment "Killers"
Consensus
Certainty
FAILING TO COMMIT . . .
Creates ambiguity among team about directions / priorities
Window of opportunity closes due to over analysis
Breeds lack of confidence and fear of failure
Revisit same decisions and discussions
TEAMS THAT COMMIT . . .
Create clarity around direction / priorities
Focuses team around common objectives
Understands mistakes happen and learns from them
Moves forward without hesitation
"Fight" or "Flight"
Instinctual
Hurt feelings : (
I want to be liked : )
Disagreeing is bad
My boss isn't ever wrong
MINING FOR CONFLICT:
The Greatest Film Ever Made
Rule 1) You MUST disagree
Rule 2) You MUST reach a decision
Criteria for Discussion
Did it tell a story?
Did it take you to an unexpected place?
Did I believe in the characters?
Was it worth my time & money?
Would I recommend it to my friends?
1) Cascading Messages
2) Deadlines
3) Contingency
4) Low-Risk Exposure
TOOLS FOR COMMITMENT
CONNECTION TO COMMITMENT?
If there is no buy-in there can be no accountability
Without clarity there is a lack of expectation
What is there to hold people accountable too
ACCOUNTABILITY
"The willingness of team members to call their peers on performance or behaviors that might hurt the team."
AGENDA
Why a class on Teambuilding/Teamwork
Team Development Theory
5 Dysfunctions of a Team
Successful Team Model
YOUR TURN
What are your expectations?
What is teamwork to you?
What obstacles stop teamwork from happening?
TEAMWORK IS . . .
THE ULTIMATE COMPETITIVE ADVANTAGE
TEAM DEVELOPMENT THEORY
STORMING
Necessary for a team to grow
Team begins to address issues
Conflict arises
Tolerance and patience needed
NORMING
Development of mutual goals
Signs of commitment and responsibility take form
Team members sacrifice their own ideas and agendas
PERFORMING
Function as one
Appropriate conflict
Sound decision making process
Get results
FORMING
Desire to be accepted
Avoid conflict/controversy
Information gathering
Operate independently
Self-focused
REFORMING . . .
DO IT ALL OVER AGAIN!
POLICIES & PROCEDURES
PEER PRESSURE
VS.
POLICIES & PROCEDURES
Necessary
Independent accountability
Lack team accountability
Places burden on team leader
PEER PRESSURE
All members of the team are held to the same standards
Team members are able to question without hesitation
Poor performers feel positive pressure to improve
CONNECTION TO RESULTS
Personal focus
Avoids collective goals
Contributions are not significant
RESULTS . . .
WHAT ARE THEY?
THE COLLECTIVE PURPOSE
PUBLIC DECLARATION
Teams that are willing to commit publicly to a specific result are more likely to work with a passionate desire to achieve results.
THE COLLECTIVE PURPOSE
Retain achieveing employees
Minimize individualistic behavior
Individuals work for the "good" of the team
Avoid distractions
TEAMWORK
Embracing common sense with uncommon levels of discipline and persistence
THANK YOU!
John Hannam
jhannam@gicw.org
971-295-8681
FEAR OF CONFLICT
Full transcript