Team Dynamics

1
Team Dynamics

• Tools and Tips for Team-based Learning
• R. Keith Stanfill, Ph.D., P.E.Director, IPPD
• stanfill_at_ufl.edu
• www.ippd.ufl.edu

2
Agenda

• Motivation for using teams in the classroom
• Forming teams
• Promoting teamwork
• Assessing teams
• Dealing with problems

3
References

• TMJ The Team Memory Jogger, GOAL/QPC and Oriel
  Inc., 1995, ISBN 1-879364-51-4
• TQM An Introduction to TQM Team Management /
  Effective Meetings, Dr. Diane Schaub, 1 Nov.
  2004, UF. http//www.ise.ufl.edu/ein3101c/classdoc
  s/Fall04/IntroTQM.ppt
• Wilde TEAMOLOGY The Construction and
  Organization of Effective Teams, Douglass J.
  Wilde, Design Division, Mechanical Engineering,
  Stanford University, 2007http//wikibox.stanford.
  edu8310/06-07/Public/Leifer_Supporting_Literature
  /Wilde_Teamology_2007.pdf

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Agenda

• Motivation for using teams in the classroom
• Forming teams
• Promoting teamwork
• Assessing teams
• Dealing with problems

5
Why Use Teams?

6
What Makes a Good Team?

• The pit crewchanges 4 tires,refuels the car,
  cleans thewindshieldall in lt20 sec.
• How?

http//www2.raisport.rai.it/news/sport/f1/200107/3
0/3b6556cf03dbc/8barripit.jpg
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What Makes a Good Team?

• Exercise
• Think silently for a minute, and then get with
  your neighbors
• List characteristics of good teams

http//www.3trpd.co.uk/images/jordan/pit-crew-w400
.jpg
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Teamwork

• Successful teams have

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Agenda

• Motivation for using teams in the classroom
• Forming teams
• Promoting teamwork
• Assessing teams
• Dealing with problems

10
Team Formation

• Consider
• Duration of activity
• Difficulty of activity
• Diversity of thought
• Outcome

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Formation Process

• Ad hoc
• Random
• Self-selected
• Systematic
• Constrained self-selection
• What are the pros and cons of each?

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Systematic Approach

• Teamology Wilde
• Creates cognitively diverse teams
• Questionnaire-based process (can use MBTI
  results)
• Simple sorting
• Useful for constrained self-selection

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Does it Work?
14
Lincoln Awards with Perception Decision Making
(Judgment) Guidance
100
80
73
PERCEPTION JUDGMENT
57
OF TEAMS
60
40
27
PERCEPTION ONLY
20
BASE
0
13 YEARS
6 YEARS
3 YEARS
15
Teamology

• Great for 4-person teams
• Will the team members get along?
• If a team is not well-balanced cognitively, can
  they still succeed?

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Agenda

• Motivation for using teams in the classroom
• Forming teams
• Promoting teamwork
• Assessing teams
• Dealing with problems

17
Teamwork

• Stages of Team Growth
• Forming Initial team formation
• Storming Reality hits. Conflicts.
• Norming Relationships are established.
• Performing Highly effective and cohesive

TQM
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Common to All Teams

• Roles responsibilities
• Individual work
• Team work
• Meetings

19
Lincoln Award Quality
100
100
Top 4 Prizes
33
80
73
Other 8 Prizes
OF TEAMS
60
35
57
23
40
27
9
20
0
13 YEARS
6 YEARS
3 YEARS
GOAL
20
Building TeamworkBasic Rules

• Communicate goals
• Ask for ideas (just say yes!)
• Involve everyone
• Reinforce participation and teamwork
• Provide active support

TQM
21
First Meeting Activities

• Introductions
• Collect and distribute contact info
• Establish time for regular meetings
• Establish team roles norms
• Build a team identity
• Come up with a creative team name
• Develop a team logo

22
Agenda

• Motivation for using teams in the classroom
• Forming teams
• Promoting teamwork
• Assessing teams
• Dealing with problems

23
Evaluating Teams

• MJ and I
• Use multiple evaluation tools
• Team deliverables
• Presentations
• Peer assessments

24
Peer Assessments

• Elements
• Self evaluation
• Peer evaluations
• Open-ended comments
• Optional
• Rankings
• Points distribution

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Improving Assessments

• Develop rubrics that include expectations
• i.e. Leadership 5 inspires team by
  consistently and clearly defining tasks and
  expectations for completion, delegating a balance
  of task-oriented and creative activities, setting
  a good example by always being on time and
  meeting commitments 3 defines tasks for
  delegation and frequently defines expectations,
  meets most commitments 1 rarely prepared and
  very little follow through
• Make assessments mandatory
• Web-enabled for consolidation and anonymous
  distribution

26
Agenda

• Motivation for using teams in the classroom
• Forming teams
• Promoting teamwork
• Assessing teams
• Dealing with problems

27
Team Problems

• Conflict disagreements
• Power authority
• Overbearing experts
• Lack of focus
• Too much agreement
• Uneven participation
• Lack of follow-through

TMJ
28
Conflict Disagreements

• Some conflict disagreement is a good thing
• Must often balance conflicting ideas to make good
  choices and decisions
• Never disagreeing is a bad thing
• Recognizing problems

TMJ
29
Conflict Disagreements

• Importance of dealing with it
• Arguing for the sake of arguing
• Wastes everyones time
• Taken as a sign of
• Unhappiness with the team
• Unwillingness to get along
• Be proactivedont let problems fester

TMJ
30
Dealing with Disagreements

• Listen
• Clarify core issuelist areas of agreement
  disagreement
• Lets all take 5 minutes to think silently about
  these issues
• Periodically check your understanding of the
  disagreement

TMJ
31
Improving Objectivity

• Focus on the topic
• Avoid judgmental language
• Make an honest effort to understand each point of
  view
• Encourage feuders to ask for help!

TMJ
32
Summary

• Motivation
• Formation strategies
• Promoting teamwork
• Assessment
• Handling problems

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Questions?
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Back Up
35
Lincoln Awards toUnguided Stanford Teams
100
80
OF TEAMS
60
40
27
20
0
13 YEARS
36
Lincoln Awards with Information Collection
(Perception) Guidance
100
80
57
OF TEAMS
60
40
27
20
0
13 YEARS
6 YEARS
37
Mean Number of Roles
10.4
9.4
8.4
Best, Gold Silver
Bronze Merit
No award
9
10
5
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Jungian Domains
Pe
Je
Extraverted Judgment
Extraverted Perception
Thinking
Feeling
Sensing
iNtuition
S
N
T
F
Introverted Judgment
Introverted Perception
Pi
Ji
Information Collection (Perception)
Decision Making (Judgment)
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Keywords
Pe
Je
EXPLORATION
CONTROL
FACTS
POSSIB- ILITIES
THINGS
PEOPLE
S
N
T
F
FOCUS
APPRAISAL
Pi
Ji
Information Collection (Perception)
Decision Making (Judgment)
40
Cognitive Mode Planning Group Keywords
Se
Ne
Te
Fe
Pe
Je
EXPER- IMENT
SYNTHESIS
ORGANI- ZATION
COMMU- NITY
ES
EN
ET
EF
S
N
T
F
IS
IN
IT
IF
KNOW- LEDGE
IMAGIN- ATION
EVALU- ATION
ANALYSIS
Si
Ni
Ti
Fi
Pi
Ji
Information Collection (Perception)
Decision Making (Judgment)
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Cognitive Mode Team Role Keywords
Coord- inator
Entre- preneur
Se
Ne
Te
Fe
Tester
Diplomat
Inno- vator
Pe
Je
EXPER- IMENT
SYNTHESIS
ORGANI- ZATION
COMMU- NITY
Conci- liator
Proto- typer
Method- ologist
ET
EF
ES
EN
S
N
T
F
Vision- ary
IT
IF
IS
IN
Invest- igator
Need- finder
KNOW- LEDGE
IMAGIN- ATION
EVALU- ATION
Spec- ialist
ANALYSIS
Ji
Pi
Si
Ni
Ti
Fi
Insp- ector
Strat- egist
Reviewer
Critiquer
Information Collection (Perception)
Decision Making (Judgment)
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Team Problems

• Conflict disagreements
• Power authority
• Overbearing experts
• Lack of focus
• Too much agreement
• Uneven participation
• Lack of follow-through

TMJ
43
Teamwork

• Successful teams have
• Clear goals and plans
• Clear communications
• Awareness of behaviors and interactions.

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Holding Meetings

• The wrong way
• Call a meeting
• Wait for people to show
• Try to decide why were here
• Begin discussion. Run out of time. People begin
  to leave
• Meeting over!

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Holding Meetings

• The right way

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How to Begin
TQM
47
Team Meeting Function

• Team meetings are a time to share information
  and plan for a concerted effort by the team.
• Team meetings are not a place to work on
  individual assignments.
• Team meetings should be well organized, and make
  good use of time.
• Team meetings should not be too long, ad-hoc

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How to Have Effective Meetings

• Making an agenda
• Meeting roles
• Code of conduct
• Parking lot
• Meeting effectiveness survey
• Have fun!

TQM
49
Making a Meeting Agenda

• What Provides a overview of what is to be
  covered during the meeting
• Why To keep on-track and on-time, plus provides
  a record of progress
• When Before the meeting starts, creating the
  agenda for the NEXT meeting should be the last
  agenda item in the CURRENT meeting
• How -Includes where/when meeting is held.
• Lists items and times to be discussed.
• Records deliverables, who, what, when

TQM
50
How to Have Effective Meetings

• Making an agenda
• Meeting roles
• Code of conduct
• Parking lot
• Meeting effectiveness survey
• Have fun!

TQM
51
Roles for Meetings

• Team Leader Executes the agenda. Helps
  eliminate barriers. Provides meeting planner.
• Recorder Takes and publishes meeting notes.
  Should not be the Team Leader.
• Scribe Gets ideas to flipchart or board
• Timekeeper Keeps group to the agenda
• Process observer Enforces the code of conduct.
• Others Spokesperson, Monitor
• NOTE Not all roles required for all meetings!

TQM
52
How to Have Effective Meetings

• Making an agenda
• Meeting roles
• Code of conduct
• Parking lot
• Meeting effectiveness survey
• Have fun!

TQM
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Meeting Norms

• Start on time
• End on time
• Decision making style
• Consensus
• Majority vote
• Plurality vote
• Publish meeting notes within 24h

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How to Have Effective Meetings

• Making an agenda
• Meeting roles
• Code of conduct
• Parking lot
• Meeting effectiveness survey
• Have fun!

TQM
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Parking Lot

• For capturing ideas not on the agenda
• May be handled offline or in the next meeting

TQM
56
How to Have Effective Meetings

• Making an agenda
• Meeting roles
• Code of conduct
• Parking lot
• Meeting effectiveness survey
• Have fun!

TQM
57
Here is one example of a form that you could use
TQM
TMJ
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How to Have Effective Meetings

• Making an agenda
• Meeting roles
• Code of conduct
• Parking lot
• Meeting effectiveness survey
• Have fun!

Have a meeting in your favorite restaurant!
TQM
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Holding Meetings

• The right way
• Plan ahead (agenda)
• Start and end on time
• Focus on team issues, not personal issues
• Data-driven decisions
• Come prepared
• Take good notes
• Document results (minutes)

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Conflict Disagreements

• Symptoms
• Feuding
• Fighting
• Insults personal attacks
• Disagreements
• Emotionally charged
• More concerned about winning than moving forward

TMJ
61
Dealing with Feuds

• Recognize feud started before the team may
  outlive the team
• Dont try to end it
• Look for ways to move forward
• Suggest ways to avoid having feuders dominate the
  meeting
• Encourage adversaries to discuss outside of
  meetings
• Point out effects on team
• Ask faculty for help

TMJ