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Signature-Only Advisor? The Sky’s the limit, but so is the cement. Presented by: Robert Mead-Colegrove Director of Orientation and New Student Programs Jeffrey Wood Vice Treasurer, United Students Government Buffalo State College. Introductions and Goals of the Session. Introduce self

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Signature only advisor the sky s the limit but so is the cement l.jpg

Signature-Only Advisor?The Sky’s the limit, but so is the cement.

Presented by:

Robert Mead-Colegrove

Director of Orientation and New Student Programs

Jeffrey Wood

Vice Treasurer, United Students Government

Buffalo State College


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Introductions and Goals of the Session

  • Introduce self

    • Affiliation (s) with student groups

    • What do you hope to gain from this session?


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Types of Advisors

  • Coaching Advisor

  • Dictator Advisor

  • Ghost Advisor

  • Signature Advisor

  • Antagonistic Advisor

  • Personal Gain Advisor

  • Others?



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Mead-Colegrove & Wood (2009) Groups

STUDENT

GROUP


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STUDENT Groups

GROUP


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Mead-Colegrove & Wood (2009) Groups

STUDENT

GROUP


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Mead-Colegrove & Wood (2009) Groups

STUDENT

GROUP


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Dr. Bruce W. Tuckman Groups

  • Forming, Storming, Norming, and Performing (FNSP) Model Published 1965

  • Adjourning was added in the late 1970s

  • Currently directs the Academic Learning Lab at Ohio State University


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Overview Groups

  • FNSP model explains team development as:

    • maturity, relationships, ability and leadership styles within a group and how they change

  • Leadership styles flow through:

    • directing, coaching, participating, delegating, and eventually detaching

  • Tuckman’s theory is congruent with:

    • Tannenbaum & Schmidt Continuum and Hersey’s and Blanchard’s Situational Leadership model


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Forming Groups,Storming, Norming,Performing

  • Orientation/testing/dependence

  • Identify the boundaries of interpersonal and task behaviors

  • Establishment of dependency relationships with leaders and other members

  • Roles and responsibilities are unclear and processes maybe ignored

  • Directing style of leadership


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Forming, GroupsStorming, Norming,Performing

  • Conflict is evident

  • Cliques develop when members resist group influences

  • Polarization around interpersonal issues and emotional response to task

  • Members attempt to establish themselves in group

  • Clarity of purpose

  • Coaching style of leadership


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Forming, GroupsStorming, Norming,Performing

  • Group cohesion

  • In-group feeling develops

  • New standards evolve and roles develop

  • Intimate and personal opinions may be expressed

  • May engage in group social activities

  • Leader facilitates and enables

  • Participatory leadership style


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Forming, GroupsStorming, Norming,Performing

  • Roles become flexible and functional

  • Structural issues resolved; they are aware of what and why they are doing tasks

  • Team does not need to be instructed or assisted

  • Decisions are made using group developed criteria

  • Disagreements occur, but are resolved positively

  • Delegating style of leadership


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Adjourning Groups

  • Added after the first four stages

  • Dissolution of the group

  • The task is complete and group is not needed

  • May be stressful if unplanned

  • Takes us beyond the idea of ‘functioning group’

  • ‘Good-bye’ to roles and members


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Considerations Groups

  • Stages may be deviated from or skipped entirely

  • There is some overlap between categories; not clear cut

  • Model is linear based, not cyclical

  • Regression to previous stages may occur

  • Helps to make sense of a phenomenon we all experience


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From a former advisor’s perspective Groups

From a student’s perspective


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Top 10 bits of Advice from both perspectives. Groups

  • Why are you in a group?

  • What do you want to get out of a group?

  • Drop dead weight fast!

  • Advisors only advise!

  • The group is for the students.

  • Know the rules, know the process, and know your role.

  • Each one, teach one.

  • Recruitment is everyone’s job.

  • Gatekeepers can kill a group.

  • Are you preparing for the future of your organization or are you just doing things for your group today?

  • Remember the past but make the Future. Remember where your group came from, but move toward the future.


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The story of trees. GroupsLeadership Jazz by Max DePree


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Comments, GroupsQuestions, Concerns?


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