Teamwork How can teams be effective Fall 2012

A video introduction: • Even Chimps Learn to Work Together!!! • Team Communication Is Important 2

Good old lessons in teamwork from an age-old fable The Tortoise And The Hare 3

Once upon a time a tortoise and a hare had an argument about who was faster. That’s not true. The fastest runner is me! I’m the fastest runner. 4

They decided to settle the argument with a race. They agreed on a route and started off the race. Fine! Ok, let’s have a race. 5

The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he'd sit under a tree for some time and relax before continuing the race. Poor guy! Even if I take a nap, he could not catch up with me. 6

He sat under the tree and soon fell asleep. 7

The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ. 8

The hare woke up and realized that he'd lost the race. 9

The moral of the story is that slow and steady wins the race. This is the version of the story that we've all grown up with. 10

The story continues … 11

The hare was disappointed at losing the race and he did some soul-searching. He realized that he'd lost the race only because he had been overconfident, careless and lax. If he had not taken things for granted, there's no way the tortoise could have beaten him. Why did I lose the race? 12

So he challenged the tortoise to another race. The tortoise agreed. Ok. Can we have another race? 13

This time, the hare went all out and ran without stopping from start to finish. He won by several miles. 14

The moral of the story? Fast and consistent will always beat the slow and steady. If you have two people in your organization, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organizational ladder faster than the slow, methodical chap. It's good to be slow and steady; but it's better to be fast and reliable. 15

But the story doesn't end here … 16

The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted. How can I win against the hare? 17

He thought for a while, and then challenged the hare to another race, but on a slightly different route. The hare agreed. Can we have another race? This time we’ll go through a different route. Sure! 18

They started off. In keeping with his selfmade commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a mile on the other side of the river. Goal 19

The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race. What should I do? 20

The moral of the story? First identify your core competency and then change the playing field to suit your core competency. In an organization, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you. If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs. Working to your strengths will not only get you noticed, but will also create opportunities for growth and advancement. 21

The story still hasn't ended … 22

The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better. 23

So they decided to do the last race again, but to run as a team this time. Great! I think we could do it much better, if we two help each other. Hi, buddy. How about doing our last race again? 24

They started off, and this time the hare carried the tortoise till the riverbank. 25

There, the tortoise took over and swam across with the hare on his back. 26

On the opposite bank, the hare again carried the tortoise and they reached the finish line together. They both felt a greater sense of satisfaction than they'd felt earlier. 27

The moral of the story? It's good to be individually brilliant and to have strong core competencies, but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well. Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership. 28

There are more lessons to be learned from this story. Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could. In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both. The hare and the tortoise also learned another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better. 29

To sum up, the story of the hare and tortoise teaches us many things: ü Never give up when faced with failure ü Fast and consistent will always beat slow and steady ü Work to your competencies ü Compete against the situation, not against a rival. ü Pooling resources and working as a team will always beat individual performers 30

What is a Team? • Two or more individuals with a high degree of interdependence geared toward the achievement of a goal or the completion of a task. • Teams make decisions, solve problems, provide support, accomplish missions, and plan their work. 31

There are Many Types of Teams • Examples of Teams: – Athletic Team – people working together to win a game – Natural Work Group – people working together every day in same office with similar processes and equipment – Business Team – cross-functional team overseeing a specific product line or customer segment – Improvement Team – ad hoc team with responsibility for improving an existing process – Student Team – students working together on a course project 32

High-Performing Teams • Synergy – 1 + 1 = 10 • (positive synergy) – 1 + 1 = 2 • (negative synergy) 33

Attitudes for Effective Teamwork • • • Appreciation for value of team decisions Respect for team members Mutual trust Openness to feedback Reflection on group process and interest in improving • Shared vision 34

What are Characteristics of Effective or High Performing Teams? • • • Members have a clear goal The focus is on achieving results There is a plan for achieving the goal Members have clear roles Members are committed to the goal Members are competent They achieve decisions through consensus There is diversity among team members Members have effective interpersonal skills They know each other well and have good relationships 35

More Characteristics • Each member feels empowered to act, speak up, offer ideas • Each member has a high standard of excellence • An informal climate and easiness exists among members • The team has the support of management • The team is open to new ideas • There is periodic self-assessment • There is shared leadership of the team • The team is a relatively small size • There is recognition of team member accomplishments • There are sufficient resources to support the team work 36

Effective Team-Building Takes Time • There must be frequent and prolonged contact • Team members come together around a specific goal or project • Effective teams go through four stages of team development 37

What are the Four Stages of Team Development? • • Forming Storming Norming Performing • Every effective team goes through these life cycle stages 38

Forming • Team members are introduced and begin getting to know each other • Goals and tasks are established • Generally polite behavior among members • Norms are not understood 39

Storming • Members are sizing each other up and may feel more comfortable and voice their views • Members may compete for team roles • May argue about goals or how they should be accomplished • May choose sides against other members 40

Norming • Once issues are resolved, agreement occurs around team norms and expectations • Trust and common interests are developing • Roles and objectives are clarified and understood 41

Performing • Members make contributions and are motivated by results • Leadership is shared according to members’ knowledge and skills • Norms and culture are well understood • Tasks get accomplished effectively and efficiently 42

INSTRUCTOR DIRECTIONS • This activity shows that groups make better decisions than individuals collectively. • Print the following Lost at Sea Worksheet but do NOT print as a single document – http: //dsa. csupomona. edu/osl/studentmanual/files/Lost_At_Sea_327. pdf • Print a copy of page 1 only for each person • Hand it out for the next slide • Print page 2 & 3 (can be double sided) and give out after individuals & groups have completed page 1 (see second slide) 43

In Class Project Individual vs Team Decisions ¨ Put your name at the top ¨ Fill out the column labeled “Individual” with no help from others ¨ Wait for word to proceed ¨ Form teams ¨ Work with your team and fill out the column labeled “Group”. Everyone in group should have the SAME ranking in the group column (but will differ in the individual ranking) 44

Lost At Sea • Pick up an answer sheet • Experts…not me made up answer sheet • If you were to calculate the absolute difference from the expert opinion and add all those scores for your team versus individuals, teams would perform better • Teams lead to better decisions overall!!!! 45

Teams • Different personalities bring different strengths…remember the tortoise and the hare story!!!! • What is your personality type? 46

The Dimensions of Personality Style Introversion/Extraversion— What energizes you? Sensing/Intuiting— What is the focus of your attention? Thinking/Feeling— How do you make decisions? Judging/Perceiving— How do you structure your behavior? 47

What energizes you? Introversion-Extraversion Introversion Extraversion • quiet concentration • variety & action • like details & dislike generalizations • like fast, uncomplicated procedures • not remember names and faces • good at greeting people • work one project for long periods impatient with long slow tasks • results oriented • interest in idea behind task • don’t mind interruptions • think before acting • act first, think later • work well alone • like people around • less communicative • communicate freely • 48

What is the focus of your attention? Sensing-Intuiting Sensing Intuiting • Dislike new problems • Like new problems • Use established methods • Dislike repetition • Like using old skills more • Enjoy learning new skills • Work steady and paced • Bursts of energy • Step by step conclusion • Reach conclusions quickly • Patient with routine details • Impatient with routine details • Don’t trust inspiration • Patient with complexity • Rare errors of fact • Follow inspirations • Good at precise work • Errors of fact • Dislike time for precision 49

How do you make decisions? Thinking-Feeling Thinking Feeling • Not show or uncomfortable with emotions • Aware of people & feelings • Pleasing people Hurt feelings without knowing • Like harmony; dislike conflict • Decisions influence by likes & wishes • • Analysis & logical order • Conflict is OK • Need occasional praise • Decide impersonally • Dislike discipline and control • Respond to values & feelings • Fairness & justice important • Can reprimand & discipline • • Responds to ideas • Firm-minded Sympathetic 50

How do you structure your behavior? Judging (structure)-Perceiving (change) Judging Perceiving • Make plans and follow them • Adapt to changing situations • Things settled and finished • Leave things open • Decide too quickly • Open-ended decisions • Dislike changing priorities • Too many unfinished projects • Not notice new things • Postpone unpleasant jobs • Just the essentials • Want to know everything • Satisfied with decision • Curious and open to ideas 51

Team. Work • Necessity for your career – Student career at UTD – Professional career after UTD 52

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Credits • University of Florida 54

Like Henry Ford said, " Coming together is a beginning. Keeping together is progress. Working together is success. What are we waiting for, " Let's come together, keep together and work together to be successful in personal and professional life. 55

“None of us is as smart as all of us. ” –- Ken Blanchard 56

Teamwork: Simply stated, it is less me and more we. 57

TEAM = Together Everyone Achieves More 58

Coming together, sharing together, working together, succeeding together. 59

“ The era of the rugged individual is giving way to the era of the team player. Everyone is needed, but no one is necessary. ” - Bruce Coslet, Coach, Bengals 60

“ Effective teamwork will not take the place of knowing how to do the job or how to manage the work. Poor teamwork, however, can prevent effective final performance. And it can also prevent team members from gaining satisfaction in being a member of a team and the organization. ” - Robert F. Bales 61

“Teamwork represents a set of values that encourage behaviors such as listening and constructively responding to points of view expressed by others, giving others the benefit of the doubt, providing support to those who need it, and recognizing the interests and achievements of others. ” - Katzenbach & Smith 62

Getting good players is easy. Getting them to play together is the hard part. Casey Stengel 63

Wearing the same shirts doesn't make you a team - Buchholz and Roth 64

When we have a sense of community and focus, we create trust and can help each other to achieve our goals. 65

A goal is a dream with a deadline. - Napoleon Hill 66

“ Individual commitment to a group effort — that is what makes a team work a company work, a society work, a civilization work. ” - Vince Lombardi (1913 -1970), football coach for the NFL 67

If we had as much sense as geese we would stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others. 68

A team is more than a collection of people. It is a process of give and take. - Barbara Glacel & Emile Robert Jr. 69

A group becomes a team when each member is sure enough of himself and his contribution to praise the skills of the others. 70

No problem is insurmountable. With a little courage, teamwork and determination a person can overcome anything. B. Dodge 71

“ The strength of the team is each individual member. . . the strength of each member is the team. ” - Coach Phil Jackson Chicago Bulls 72

“Conflict is inevitable in a team. . . in fact, to achieve synergistic solutions, a variety of ideas and approaches are needed. These are the ingredients for conflict. ” - Susan Gerke, IBM, Leadership Development 73

Thomas Edison, when asked why he had a team of twentyone assistants, “If I could solve all the problems myself, I would. ” 74

The way to get good ideas is to get lots of ideas, and throw the bad ones away. ~Linus Pauling 75

Teamwork divides the task and doubles the success. I 76

Synergy is the highest activity of life; it creates new untapped alternatives; it values and exploits the mental, emotional, and psychological differences between people. - Stephen Covey 77

The key elements in the art of working together are how to deal with change, how to deal with conflict, and how to reach our potential. . . the needs of the team are best met when we meet the needs of individuals persons. Max De. Pree 78

When a team outgrows individual performance and learns team confidence, excellence becomes a reality. - Joe Paterno 79

Synergy — the bonus that is achieved when things work together harmoniously. - Mark Twain 80

It is amazing how much you can accomplish when it doesn't matter who gets the credit. 81