HIGH PERFORMING OR DYSFUNCTIONAL: HOW HEALTHY IS YOUR TEAM?

1. HIGH PERFORMING OR DYSFUNCTIONAL: HOW HEALTHY IS YOUR TEAM? Tammy Reynolds, MBA October 2013

2. A little about me… • Grew up in Pittsburgh, Pennsylvania • Have two awesome sons and a husband Tim (who you met earlier) • Have a big lovable dog • Worked in industry for 20+ years, most recently with Whirlpool Corporation • Joined Ohio University August 2012 • Love the outdoors – skiing, biking, hiking, kayaking

3. Sources used for this presentation

4. The Good, the Bad, and the Ugly Discuss at your table: • Think about your best team experience – sports, school, social organization, work place? • What made it great? • Now think of the worst team • Why was it so bad?

5. Groups • Two or more interacting and interdependent individuals who come together to achieve specific goals. • Formal groups • Informal groups

6. What Is a Team? • Groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.

7. Tuckman’s Stages of Team Development

8. Team Dynamics • Groupthink - when a group exerts extensive pressure on an individual to align his or her opinion with that of others. • Social loafing- the tendency for individuals to expend less effort when working collectively than when working individually.

10. Groupthink http://www.youtube.com/watch?v=mWoFQAqeZnQ

11. Mini Case Instructions: 1. Take a few minutes to read the case individually and answer the 3 questions 2. Discuss at your table 10 minutes and try to reach agreement on the 3 questions 3. Prepare your response and elect a spokesperson for the group 4. Review as a large group

12. Invulnerability

13. Lack of Trust • What are some examples of lack of trust on teams that you have experienced?

14. Building Teams that Trust

15. Steven Covey - Trust

16. Emotional Bank AccountSteven Covey Group Exercise • At your tables, discuss deposits and withdrawals that you might make into the emotional bank account of someone you love • Next, discuss deposits and withdrawals that you might make with fellow teammates at work

17. Emotional Bank AccountSteven Covey

18. Other ways to build trust on teams • Share styles, strengths and personality differences • Get to know each other outside of work

19. Teams that trust… • Admit weaknesses • Ask for help • Accept questions and input regarding their areas of responsibility • Appreciate and tap into one another’s skills and experiences • Offer and accept apologies

20. Lost at Sea

21. The Five Dysfunctions of a Team by Patrick Lencioni Artificial Harmony

22. Fear of Conflict • Conflict- perceived incompatible differences that result opposition. • Traditional view of conflict - the view that all conflict is bad and must be avoided.

23. Functional Conflict • Conflicts that support a group’s goals and improve its performance. • Task conflict - conflicts over content and goals of the work. • Process conflict - conflict over how work gets done.

24. Dysfunctional Conflict • Dysfunctional conflicts - conflicts that prevent a group from achieving its goals(typically interpersonal)

25. Clearly Not So, Is Conflict Always a Bad Thing?

26. Relationship Between Level of Conflict and Level of Performance

27. Five Conflict-Handling Styles • Avoiding - “Maybe the problem will go away” • Accommodating – “Let’s do it your way” • Forcing – “You have to do it my way” • Compromising – “Let’s split the difference” • Collaborating – “Let’s cooperate to reach a win-win solution that benefits both of us”

28. Programmed Conflict • Devil’s advocacy • process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing • Dialectic method • process of having two people or groups play opposing roles in a debate in order to better understand a proposal

29. Teams that engage in healthy conflict… • Have lively interesting meetings • Put critical topics on the table for discussion • Tackle issues “head on” • Solve real problems quickly • Minimize politics

30. The Five Dysfunctions of a Team by Patrick Lencioni Ambiguity

31. Lack of Team Commitment What does lack of commitment look like: • “Fuzzy” goals, no clear direction • Revisit discussions and decisions over and over again • Encourages second guessing

32. A team that commits… • Creates clarity around priorities • Moves forward without hesitation • Aligns the team members around common objectives

33. The Five Dysfunctions of a Team by Patrick Lencioni Low Standards

34. Avoidance of Accountability • Encourages mediocrity • Misses deadlines and key deliverables

35. Teams that hold each other accountable • Ensure poor performers feel pressure to improve • Identify potential problems quickly by questioning one another’s approaches

36. The Five Dysfunctions of a Team by Patrick Lencioni Status & Ego

37. Inattention to Results “The ultimate dysfunction of a team is the tendency of member to care about something other than the collective goals of the group.” (Lencioni, 2002) • Rarely defeats competitors • Encourages team members to focus on their own careers and individual goals

38. Teams that focus on results… • Win! • Retain achievement oriented employees • Minimizes individualistic behavior • Learn to subjugate individual egos and agenda for the good of the team

39. The Five Dysfunctions of a Team by Patrick Lencioni Status & Ego Low Standards Ambiguity Artificial Harmony Invulnerability

41. How healthy is your team? • Referring to Lencioni’s model, determine how healthy your team is • What does your team do well? • What can it improve upon? • What one thing will you commit to changing on your team?