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Team Building

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david hernandez

on 18 December 2013

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Transcript of Team Building

Team Building
"The Secrets of Great Groups"
Twelve:
Develop an open atmosphere
TWO:
Map out a team mission
THREE:
Define roles

SEVEN:
Don't be a
"Fact Hog"

"Our Mythology refuses to catch up with our reality"
"The Lone-Ranger"
Great things are accomplished by
a larger than life individual working alone.
Despite the fact that Michael Angelo
worked with a group of 16 to paint the the ceiling of Sistine Chapel - We still think of great achievements as "The Great Man" or "Great Woman"
instead of "Great Group"
"None of us is as smart as all of us"
The problems we face are too complex to be solved by any one person alone. Our only chance is to bring people together from a variety of backgrounds and disciplines who can refract a problem through the prism of complementary minds allied in common purpose. I called such collections of talent, "Great Group"
The Myths of Leadership
Neither myth is a productive model for behavior, and neither holds up to current reality
So the question is,
How do you get talented, Self absorbed, Often Arrogant, Incredibly bright people to work together?
At the Heart of Every Group is a shared Dream
All great groups, believe that they are on a mission from God, that they could change the world, make a dent in the universe. They are obsessed with their work. This belief is what brings the necessary cohesion and energy to their work
They manage conflict by abandoning individual egos to the
pursuit of the dream
George Kistiakowsky, a great chemist for the Manhattan Project, threaten to quit because he couldn't get along with a colleague. Project leader Robert Oppenheimer simply said, "George, how can you leave this project? The free world hangs in the balance." Conflict, even with these diverse people, is resolved by reminding people of the mission.
They are protected from the "Suits."
All Great Groups seem to have disdain for their corporate overseers and all are protected from them by a leader - Not necessarily the leader who defines the dream. In the Manhattan Project, General Leslie Grove kept the pentagon brass happy and away, while oppenheimer kept the group focused.

In all cases, physical distance from Headquarters helped !
They have a real or invented enemy ;(
Even the most noble mission can be helped by an onerous opponent. This was true with the Manhattan project, which had real enemies - the Japanese and the Nazis. Yet, most organizations have an implicit mission to destroy an adversary, and is often more motivating than their explicit mission.
For instance Apple computer's implicit mission was, Bury IBM.
The famous 1984 Macintosh Commercial included the line, "Don't buy a computer you can't lift."
IBM
Macintosh
VS
They view themselves as winning underdogs
World-changing groups are usually populated by mavericks, people at the periphery of their disciplines. The sense of of operating on the fringes gives them a don't-count-me-out scrappiness that feeds their obsession.
Members pay a personal price
Membership in a Great Group isn't a day job; is a night and day job. Divorces, affairs, and other severe emotional fallout are typical, especially when a project ends. At the Skunk Works, people couldn't even tell their families what they were working on. So groups strike a Faustian bargain for the intensity and energy that they generate.
Great Groups make strong leaders
They're all non-hierarchical, open and very egalitarian. Yet, they all have strong leaders.

"You cannot have a great leader without a Great Group - and vice-versa"

In an important way these groups made the leader great. The leaders i studied were seldom the brightest or best in the group, but neither were they passive players. They were connoisseurs of talent, more like curators than creators.
Great Groups are the product of meticulous recruiting
Cherry picking the right talent for a group means knowing what you need and being able to spot it in others. Also, understanding the chemistry of a group. Candidates are often grilled, almost hazed, by other members of the group and its leader. You see this in coaches, They place the right people on the right role and get the right constellation and configurations within the group
Great Groups are usually young
Oppenheimer "The old man" - was in his thirties for the Manhattan Project. Youth provides the physical stamina demanded by these groups. Great Groups are also young in their spirit, ethos and culture. Most important, because they're young and naive, they don't know what's impossible, which gives them the ability to do the impossible.

Great Groups don't lack the experience of possibilities
Real artist ship
Steve jobs constantly reminded his band of Apple renegades that their work meant nothing unless they brought a great product to market. In the end, Great Groups have to produce tangible outcome external to themselves. Because without something to show for their efforts, the most talented assemblage becomes little more than a social club or a therapy group ;)
ELEVEN:
Use humor

TEN:
Reinforce the team concept
NINE:
Encourage play time

EIGHT:
Encourage networking
SIX:
Use liberal doses of "we" and "our"
FIVE:
Draw up a game plan

FOUR:
Create a group Identity
ONE:
Start with pre-meeting politicking

"Twelve Ways to Better Team Building"
by Ellen J. Belzer

Everyone knows that when people cooperate on a project (without wasting energy on rivalry and competitiveness), they can create powerful results
In the Amish community, when a family needs a new barn built, the community unites in the effort and erects it in a single day.

The Team concept is equally compelling as a management tool
THIS IS TEAM BUILDING, AND HERE ARE THE TACTICS THAT MANAGERS WHO ARE WELL VERSED IN THIS SKILL USE TO ACHIEVE IT
Before you start the project, find out why the players have signed on. People's personal agendas always affect the outcome of a project

According to Janet Reich, Owner of Marketing Management & Imaging,
"Everyone has a different motivation for participating"

Some look for the satisfaction of being involved, others look for interest in power or prestige.
As a team captain, and its main unifying force, you should have a very clear idea of the team's mission before you call the first meeting.

Prepare an outline of what you want to accomplish, and at the start of the meeting state these goals outright.






















Always build in enough flexibility to allow the goals to change.

"Team takes on a life of their own and often change their leaders' initial vision," says Reich
Power struggles occur when the roles of individual team members are ambiguous. You can avoid unnecessary rivalries by clearly identifying each person's role within the group.
VS
On projects where there is , "Dirty Work,"
She suggest making a rotation schedule so that everyone does their fair share
People are more likely to feel that their tasks and the goals of the team are significant if the group sounds official.
You can enhance the team's identity by publicizing the status of its project and the Team's accomplishments.

"It's like a football game"
The players meet in huddles and identify their plays in advance. Each player must understand what he -and everyone else- needs to do to reach the goal. Same concept applies to office team: Knowing what everyone else is contributing to the team smoothes interaction and helps team members feel more assimilated into the group
Team building involves getting the team members to feel a sense of ownership in what they are doing as a group.

This language not only emphasizes the efforts of everyone on the planning team, but also reinforces the idea that everyone has a stake in the outcome.
Information doesn't always equal power. A strong Team Captain can diminish her power by hoarding information.

Always give the background to a project, including why it's priority and what impact it will have on the company as a whole
Dr. Anderson & Prof. Sizemore
are the best professors EVER! ;)
Critical information about the changing status of projects can fall though the cracks unless team members stay in frequent contact.

At your first meeting establish exactly how the team will stay in touch and how often - through correspondence, memos, conference calls etc.
When a group gets together only formally, it's often difficult to develop the appropriate group dynamics. Whether is by planning lunches, dinners and social events where Team member can interact in a more personal basis.
When a group has done well, it's important to praise the entire effort without singling out individuals. If someone has worked particularity hard on a project, is better to take the individual aside to commend him
"When we can laugh together we feel more bonded as a group." In-jokes can help break tension and make the group more cohesive.
One of the key ingredients of mutual trust, friendship and creativity is a non-threatening atmosphere. Both in the meetings and outside of them, try to convey to your staff that all ideas are important. Create a brainstorming environment where there are no wrong answers, and whenever possible, make decisions by consensus rather than by vote.
Using Team Building techniques ensures that the experience will not only bring happiness, but excellent production as well ! :)
THE EMPOWERING PROCESS


Stimulation comes from action, accomplishing tasks, moving mountains, achieving impossible.

Empowerment comes from the manager giving their subordinates a piece of action.

MANAGERS

Leaders stimulate their follower by challenging them

Empowerment comes from the stimulation's of an exciting idea

2. STIMULATING FOLLOWERS

MANAGERS

Clarity of paths to the goals

How to implement a part of a process

Leaders provide direction with ideal, vision and purpose.

Inspire followers by challenging them to work for a higher purpose.

As person, leaders embody these goals, this purpose, this vision.

Provide high clarity regarding what is to be accomplished.

1. PROVIDING DIRECTION

A Managers process differs from leaders
Personal growth


Leaders inspire followers to do more than they taught they could do.
Set high standards and establish goals that seem impossible.


4. DEVELOPING FOLLOWERS

Rewards by incentive systems, promotions, merit awards
Managers based their reward on individuals.


Leaders reward their followers through an informal and spontaneous process.

3. REWARDING FOLLOWERS

By Melissa Almeida
Listen intently
Build Community
Share wisdom
Reinforce hope

Use Persuasion

Help point the way

Hold a Liberating Vision

Becoming a Servant-Leader:
The Personal Development Path

Converse with people

Develop institutional relationships

Withdraw and be quiet

Know Self Well


The servant-leader is servant first
Puts others first

Who Is the Servant-leader?

Do no harm to others
Benefit the community

Use Power Ethically

By Patricia Ruiz
Allow others to join
Understand the value of others
What is your goal?
Why do you want to achieve it?
How will achieve it?

Review

When a goal is achieved you make a deposit in a confidence account, meaning you feel better about yourself
When you fail to achieve it you make a withdrawal, multiple withdrawals on your account can leave you feeling empty

Confidence

The goal was not written down.
Rewards for achieving the goals were not given.
The goal was unrealistic or not specific enough.
The goal is not really believable or little commitment exists.
Keep changing or switching goals with the weather
The person who set the goal has not told anyone else for added accountability, help and support.
The goal was not incorporated into a realistic plan that includes measurements, timelines and resources.

Why Goals Fail

Be ready to re-adjust your goals and not give up on them. If they are too easy, they won't be worthwhile, and if they are too tough, and you will start thinking that the idea of goal setting is worthless. Remember, small victories lead to big successes.

BE FLEXIBLE

Commitment creates more accountability and is what sets us on direct course to reach our goals. It may create costly negative consequences upon failure to attain a goal.

Commitment

One self help expert said that as a child he was kicked out of his local country club pool because he was not a member, in response he later made a goal that he would one day have a pool that is one foot bigger than that country club's pool. The motivation of being asked to leave the pool provided the necessary fuel for him to achieve this goal.

Motivation Story

Setting goals is a means of identifying and plotting how you are going to achieve your aims in life. By writing down your goals you are committing yourself to accomplishing them; therefore, make sure that your goals are important to
YOU
!!!!!

"AN UNWRITTEN WANT IS A WISH, A DREAM, A NEVER HAPPEN. THE DAY YOU PUT YOUR GOAL IN WRITING IS THE DAY IT BECOMES A COMMITMENT THAT WILL CHANGE YOUR LIFE. ARE YOU READY?"
- TOM HOPKINS
Once you have narrowed down your strategy list, you can begin to make very detailed and specific plans to accomplish each strategy and ultimately reach your goal.
Once we have a well-formed Goal Statement we need some direction to
follow to achieve this Goal.

4. Outline specific plans to accomplish each strategy

Make a list of what you feel are the best and most effective ways of reaching the goals you have already identified.

2. Identify possible strategies or objectives to reach each goal.

"THE ESTABLISHMENT OF A CLEAR AND CENTRAL PURPOSE OR GOAL IN LIFE IS THE STARTING POINT OF ALL SUCCESS." -- BRIAN TRACY
Steps Toward Setting Effective Goals

TANGIBLE
meaning concrete and not vague.

TANGIBLE

ACTION-ORIENTED
, declaring positive activity that will produce results.

ACTION ORIENTED

A goal must be
MEASURABLE
. It should have concrete facts. You should be able to answer very specifically, when and how you will know you attained your goal.

MEASURABLE

Before you begin your goal setting process it is important to know what qualities your goals should embody. Effective goals have three important qualities. They are realistic, measurable, and reviewed.

5 Qualities of Effective Goals
S.M.A.R.T.
Fantasize - Dream your wildest dreams and make sure that your goals match your values. Ask yourself: what do you want to be doing in 1 year? 5 years? What kind of person do I want to be?

Reality - Fantasies can become reality, depending on how hard you are willing to work for them.

Aim - Define your goal(s) by striking a balance between Fantasy and Reality; set a high but realistic goal.

Method – Be truthful to yourself by narrowing your choices or goals to the ones you really intend to accomplish. Don’t be afraid to ask for help.

Evaluation - Process the results, but don’t make it the last step; evaluation should be on going.

F.R.A.M.E
Learning how to set goals is as important as knowing what the goal should contain.  What’s important to remember about setting goals is the correct
F.R.A.M.E.
of mind.  What is meant by “frame of mind?”  Each letter in the word “frame” illustrates the following:

How to Set Goals

Long Term

Goals
: 10-year, 5-year and 1-year goals

Short Term Goals
: goals for the next 9 months, 6 months and 3 months

Immediate Goals
: 1-30 days from now
Types of Goals

The purpose of goals is to give you something that you want to enhance your life in some way, so the most important thing you need to know about goals is that you ought to have some.

The Purpose of Goals

William Giffin III

Suffer less from stress and anxiety
Concentrate better
Show more self-confidence
Perform better
Are happier

The Benefits of Setting Goals

Motivation and commitment are what make us strive to achievement. They give us the push, desire, and resolve to complete all of the other steps in the Goal process.
This motivation can be obtained by developing a personal statement that creates a high level of emotion and energy that guarantees achievement.

Motivation

Now that you have made a list of several ways to achieve your goal, recognize which of these strategies will work best for you.

3. Select the best strategies

Identify what is important to you.

What do you want to accomplish?

1. Set Goals

Finally, a goal must be
REVIEWED

Share your goals with friends and family members who care about your success. Pick one of these persons who will hold you accountable in addition to yourself. In the meantime, remind yourself regularly of the goals you have set for yourself.
You can write your goals in your calendar, on a mirror, or a desk-wherever you will see them often. Check your progress regularly.
Ask your friend or family member to check on your progress. They might even offer you some additional incentive for accomplishing your goal!

REVIEWED

A goal must be
REALISTIC
. Challenging yourself is an important part of goal setting. You want to aim high; however, you also need to be realistic.

REALISTIC

The Goal should be
SPECIFIC
enough so that we know exactly for what we are striving.

SPECIFIC

A
goal
is: the end toward which effort is directed. Goals are dreams and wants except a goal is more specific.
Have you ever sat down on a Sunday evening in front of a pile work and asked yourself "What happened to the weekend?"

What is a Goal Anyway?

“The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.”
F. Scott Fitzgerald

Comes from the Roman catholic church

When the church hierarchy was debating whether a person should be sainted, a devil’s advocate used to be appointed to present the argument against doing so.

Devil’s Advocate

Use a policy- forming groups that report to the larger group

Let all members of the group voice an opinion before the leader expresses an opinion

Discuss within subgroups, then report back.

Divide into subgroups, then discuss differences

Bring in outside experts

Use a devil’s advocate to question the group’s idea

Hold a second- chance meeting to offer a last opportunity to choose another course of action.

Suggestions for preventing Groupthink
He defines groupthink as “a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the member’s striving for unanimity override their motivation to realistically appraise alternative courses of action.”

Irving Janis

According to Wynne Whyman, to avoid the groupthink and trap, leaders must find techniques and different ways to process information to help members of groups understand perspectives and patterns.

Leaders should ask open-ended questions, not any objections.

Find the long and short term risk of the solution

Share past solutions that lead to the same exact problems

Ask probing questions

The leader needs to describe the real purpose of the meeting

The leader also needs to lay down what is going to happen after the decision is made

Clarify the Goal

Take time at the beginning of the meeting to have a dialogue about the problem

Clarify the goal

Make a list of criteria for the decision

Use straw votes as initial polls, not as final decision makers

Ask probing questions

How can a group avoid groupthink?

The practice of thinking or making decisions as a group in a way that discourages creativity or individual responsibility.

Groupthink

In order to not make the same mistake twice, there should be proper foundation in order to make a decision.
Everyone's opinion should be heard.
Team work will help you not fall into the trap of Groupthink.
Conclusion

Members of senior executive teams

Members of boards

Types of Leaders

The founder of the groupthink concept

A member of the Yale faculty.

Irving Janis

Short story writer O. Henry wrote “a straw vote only shows which way the hot air blows”

When a straw vote is taken, everyone should give a reason to why they voted their option

Focus on the sharing perspective, not on defending their vote and their opinion

Use straw votes as initial polls, not as final decision makers

Each person has their own principals and standards.

Identify two or three main criteria that everyone can agree on.

This will help minimize voting ties and build unity among the group.

Make a list of criteria for the decision

Hear the perspective from other people in different areas of the organization

Record the perspectives down and develop shared meanings between everyone

Everyone will begin to see the problem from different perspectives not just their own experience.

Take time at the beginning of the meeting to have a dialogue about the problem
Wynne Whyman

Robert Ginnett

There will be 2 opinions about how to avoid groupthink:

By Jessica Bou Jaoude
Group Think: How can leaders avoid it?
Participate or suggest
How to Help with Change
Dealing with Resisting to change

By Deanna Koslow

Reduction of skill

Re-insure the position

Against new ideas

Motivation



Loss of job status and Peer Pressure

Informed in advance

Replacement

Ignorance

Changes planned

Surprise and Understanding

No need for change

Change on trial basis
Insecurity and fear of failure, Ignorance
Tendency to want to do things in accustomed matter

“Get around to doing”
Inertia and Uncertainty or Fear

Underestimated

Influence equals success

Acceptance or resistance

Encouragement


Participation and Tact
Outside consultants and Resentment to Criticism

Reliance

Cannot handle the problem









Persons security

Criticism


Outside consultants and Resentment to Criticism
Having a skill

Proficient








Having respect

Pretending


Obsolescence and Personality
Experience

Inspiration

Essential

Moods of people
Accept new behavior

Time to accept

Poor timing

Change related decisions

Conflicts and Timing

Involves risks

Training programs
Understanding the new system

Lack of knowledge
Tactful approach
Change in stages
Show support
Betrayal of friends
Social relationships
Reach a spot needed
Loss of Security and Work group
Reduction of earnings
By David Hernandez
by Warrin Bennis
"To see what makes Great Groups stick"
Trinity Test
1942 - 1946
Lockheed Skunk Works: Lockheed Martin
"Advance Development Program"
Manhattan Project
Xeros Palo Alto Research Center
(PARC)
APPLE's First Computer
Walt Disney Animators
They can only be led in flight
Full transcript